贝索斯签署最后股东信：亚马逊必须对员工更好

腾讯科技2021-04-16

腾讯科技讯 4月16日消息，美国当地时间周四，亚马逊创始人杰夫·贝索斯（Jeff Bezos）签署了其卸任首席执行官前的最后一封年度股东信。他在信中对公司未来提出了广阔的愿景，并致力于将亚马逊著名的“客户至上”准则延伸到给与员工同等关爱方面。贝索斯以最近亚马逊阿拉巴马州一家仓库进行的工会投票结果为例，说明了为何该公司需要应对内部员工的挑战。上周，亚马逊在其位于阿拉巴马州贝塞默的仓库获得了足够的选票...

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Comments

choong9655
2021-04-16
choong9655
666
kenny99
2021-04-16
kenny99
棒
- StellaPcy:
  [强]
hhyw
2021-04-16
hhyw
送$送車送房還不好嗎??，可能還要幫忙娶媳婦??
- hhywReply云里梦里飞:
  欲望也推动人类的灭亡??
- 云里梦里飞Replyhhyw:
  欲望推动人类进步
- hhyw:
  你是永远满足不了人们的欲望的???
- 云里梦里飞:
  想多了 [开心]

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Bezos）签署了其卸任首席执行官前的最后一封年度股东信。他在信中对公司未来提出了广阔的愿景，并致力于将亚马逊著名的“客户至上”准则延伸到给与员工同等关爱方面。贝索斯以最近亚马逊阿拉巴马州一家仓库进行的工会投票结果为例，说明了为何该公司需要应对内部员工的挑战。上周，亚马逊在其位于阿拉巴马州贝塞默的仓库获得了足够的选票，挫败了一项历史性的工会组织运动。如果成功，这将代表亚马逊在美国的设施中成立的第一个工会。贝索斯将于今年第三季度辞去首席执行官一职，将权力移交给亚马逊云计算部门AWS首席执行官安迪·雅西(Andy Jassy)，其本人将担任执行董事长。他在信中表示：“虽然我们与员工的直接关系依然密切，但我很清楚，我们需要更好的愿景来为员工创造价值，一个为员工成功创造价值的愿景。”众所周知，亚马逊拥有一套核心的领导原则，其中最重要的一条就是公司“客户至上”。贝索斯说，他希望亚马逊将来为员工做同样的事情。他写道：“尽管我们已经取得了很多成就，但我很清楚，我们需要一个更好的愿景，才能让我们的员工取得成功。我们一直希望成为世界上最以客户为中心的公司。我们不会改变这一点，这就是我们取得如此成功的原因。但我承诺我们要增加一项，我们将成为世界上最好的雇主和最安全的工作场所。”贝索斯还驳斥了有关亚马逊在其仓库中创造了一种野蛮残酷的职场文化的说法。他写道：“我们的员工有时会被称为绝望的灵魂，或被当作机器人对待，但这是不准确的。”在担任执行董事长的新角色后，贝索斯计划专注于如何让亚马逊的仓库变得更安全。他说，大约40%的工伤是扭伤或拉伤，主要是由于重复相同的动作所致，这在新员工中很常见。为了帮助减少这些类型的伤害，亚马逊正在开发自动化的人员配备时间表，让员工轮流从事使用其他肌腱组的不同工作。该公司预计将于今年晚些时候开始部署这项技术。贝索斯还采取了许多措施来缓解股东的担忧，即重新设想的公司业务重心可能会对亚马逊的未来意味着什么。他重申，亚马逊“仍然处于创业第一天”，并强调了亚马逊的持续增长，包括该公司目前拥有2亿Prime订户，高于去年年初的1.5亿。贝索斯说：“如果任何股东担心，成为‘世界上最好雇主和最安全工作场所’的目标可能会分散我们作为‘世界上最以客户为中心的公司’的关注，那我希望你们能够放下担忧。这样想吧：如果我们能同时运营两种不同的业务，就像消费者电子商务和AWS一样，并且都在最高水平上做得非常好，那么我们当然也能在这两种愿景声明上做同样的事情。事实上，我相信它们会相互促进。”以下为贝索斯年度股东新全文：在1997年写给亚马逊股东的信中，也就是我们的第一封股东信，我谈到了我们希望创造一种“经久不衰的特许经营权”，一种通过释放互联网的力量来重新定义“服务客户”的意义。我注意到亚马逊已经从158名员工增长到614人，我们的客户账户已经超过150万。我们刚刚以每股1.50美元的拆分调整后股价上市。当时，我提到了亚马逊“仍然处于创业第一天”状态。从那时起，我们已经走过了很长一段路，我们比以往任何时候都更加努力地服务和取悦客户。去年，我们雇佣了50万名员工，现在直接在世界各地雇佣了130万人。我们在全球拥有2亿多名Prime会员。在我们Marketplace平台上销售商品的中小企业超过190万家，占我们零售额的近60%。这些客户已将1亿多台智能家居设备连接到智能助手Alexa上。AWS为数百万客户提供服务，2020年底的年化运行率为500亿美元。1997年，我们还没有推出Prime、Marketplace、Alexa或AWS，那时候甚至都没有这样的想法。我们的每次大动作都冒了很大的风险，并在此过程中付出了汗水和发挥了创造力。一路走来，我们为股东创造了1.6万亿美元的财富。他们是谁？我就是其中之一，我在亚马逊的股权让我变得富有。但超过八分之七的股份，相当于1.4万亿美元的财富创造为他人所有。他们是谁？他们包括养老基金、大学，他们是玛丽和拉里，就在我坐下来写这封股东信的时候，他们突如其来地给我发来各种想法。我总是听到类似的故事。我认识其中的一些人，他们把从亚马逊赚来的钱用在大学、紧急情况、住房、度假、创业和慈善事业上。我为我们为股东创造的财富感到自豪。这很重要，因为帮助改善了他们的生活。但我还知道另一件事：这还不是我们创造的价值中最大的一部分。创造比消费更有价值如果你想在商业上取得成功(实际上是在生活中)，你必须创造比消费更多的东西。你的目标应该是为你交往的每一个人创造价值。任何不能为其接触到的人创造价值的企业，即使表面上看起来很成功，也不会在这个世界上存在很长时间，很快就会被淘汰。记住，股票价格不是关于过去的，它们是对未来现金流的预测，并折现回到现在。股市代表着期望。不过，我现在要换个话题，谈谈过去的事。我们在2020年为股东创造了多少价值？这是个相对容易回答的问题，因为会计系统就是为回答这个问题而设立的。我们在2020年的净利润为213亿美元。如果亚马逊不是一家拥有数千名股东的上市公司，而是一家只有一个所有者的独资企业，那么这就是其在2020年获得的全部收入。员工收入呢？这也是一个相当容易回答的价值创造问题，因为我们可以看看薪酬支出情况。公司的支出就代表员工的收入。2020年，员工的收入为800亿美元，外加110亿美元开支(包括福利和各种工资税)，总计910亿美元。第三方卖家呢？我们有个内部团队(销售合作伙伴服务团队)来回答这个问题。他们估计，2020年，第三方卖家在亚马逊上销售商品获得的利润在250亿至390亿美元之间，为了保守起见，我在这里假设为250亿美元。至于客户，我们必须将其细分为消费者客户和AWS客户。首先是消费者，我们为其提供低廉的价格、丰富的选择和快速的交货服务，但是假设我们忽略了所有这些，并且只看重一件事，那就是我们为客户节省了时间。顾客在亚马逊上在三分钟或更短的时间内完成了28%的购买，半数购买不到15分钟就搞定。与典型的实体店购物之旅相比，需要开车、停车、搜索商店过道、排队结账、找到你的车，然后再开车回家，研究表明这平均需要一个小时。如果你假设典型的亚马逊购物只需要15分钟，一周可以节省你几次去实体店的路程，那么每年就节省了75个小时以上。这很重要，毕竟在21世纪初，我们都很忙碌。这样，我们就可以得到一个美元数字，让我们把节省的时间假设为每小时10美元（这是保守的）。75小时乘以每小时10美元，减去Prime的成本，我们就可以为每个Prime会员创造约630美元的价值。我们有2亿Prime会员，这意味着2020年创造的价值总计为1260亿美元。对AWS客户创造的价值进行评估很有挑战性，因为每个客户的工作量截然不同，但我们无论如何都会这样做，因为我们事先承认误差很高。云端运营与现场运营带来的直接成本改善各不相同，但合理的估计是30%。在AWS 2020年全年450亿美元的收入中，这30%意味着创造了190亿美元客户价值。这项评估工作的困难之处在于，直接降低成本是迁移到云端为客户带来的好处中最小的一部分。更大的好处是提高了软件开发的速度，这可以显著提高客户的竞争力和收入。我们没有合理的方法来估计客户价值的这一部分，只能说它几乎肯定大于直接节省的成本。保守地说，我认为AWS在2020年为客户创造的这部分价值高达380亿美元。将为AWS和消费者客户创造的价值加在一起，我们在2020年创造的客户总价值达到1640亿美元。总的来说，我们在2020年为股东创造了210亿美元价值、为员工创造了910亿美元、为第三方卖家创造250亿美元、为客户创造1640亿美元，总计3010亿美元。如果每个群体都有一份损益表，代表他们与亚马逊的互动，那么上面的数字就是这些损益表的“底线”。这些数字是人们为我们工作、卖家通过我们销售以及客户从我们这里购买的部分原因，即我们为他们创造了价值。这种价值创造不是“零和游戏”。这不仅仅是把钱从一个口袋转到另一个口袋。在整个社会的大框架内，你会发现发明是所有真正价值创造的根源，而创造的价值最好被认为是创新的衡量标准。当然，我们与这些选民的关系和我们创造的价值不仅仅是金钱。金钱并不能说明问题的全部。例如，我们与股东的关系相对简单，他们在自己选择的期限内投资和持有股票。我们很少就年度会议和正确的投票程序等事项向股东提供指导。即便如此，他们也可以无视这些指示，直接跳过投票。我们与员工的关系是截然不同的例子。我们有他们遵循的流程和评估他们表现的标准。我们需要培训和各种认证。员工必须在约定的时间上班。我们与员工的互动很多，而且是细粒度的。这不仅仅是工资和福利的问题，它还涉及到双方关系的所有其他细节方面。我对贝塞默最近工会投票的结果感到安慰吗？不，我没有。我认为我们需要为我们的员工做得更多。虽然我们与员工的直接关系依然密切，但我很清楚，我们需要更好的愿景来为员工创造价值，一个为员工成功创造价值的愿景。如果你看了一些新闻报道，你可能会认为我们不关心员工。在这些报道中，我们的员工有时被称为绝望的灵魂，被当作机器人对待。但这是不准确的。他们是成熟而有思想的人，可以选择在哪里工作。当我们调查配送中心的员工时，94%的人说他们会向朋友推荐前往亚马逊上班。员工可以在轮班期间利用非正式休息时间伸展身体、取水、使用洗手间或与经理交谈，所有这些都不会影响他们的表现。这些非正式的工作时间是对他们正常作息时间中30分钟午餐和30分钟休息时间的补充。我们没有设定不合理的绩效目标，而是设定了可实现的绩效目标，将任期和实际员工绩效数据考虑在内。员工的表现是在很长一段时间内综合评估的结果，因为我们知道，在任何给定的一周、一天或一小时内，各种因素都会影响他们的表现。如果员工在一段时间内未能达到绩效目标，他们的经理会与他们交谈并提供指导。培训也扩展到那些表现出色并能承担更多责任的员工身上。事实上，82%的培训是积极的，提供给达到或超过预期的员工。我们解雇了不到2.6%的员工，因为他们无法履行自己的职责。2020年，由于新冠肺炎疫情对运营的影响，这个数字甚至更低。世界上最好的雇主和最安全的工作场所事实是，领导亚马逊运营的数千人庞大团队始终非常关心我们的临时工，我们为自己创造的工作环境感到自豪。我们还感到自豪的是，亚马逊是一家不仅仅为计算机科学家和拥有高级学位的人创造就业机会的公司，我们也为那些从未获得这种优势的人创造就业机会。尽管我们已经取得了很多成就，但我很清楚，我们需要一个更好的愿景，才能让我们的员工取得成功。我们一直希望成为世界上最以客户为中心的公司。我们不会改变这一点，这就是我们取得如此成功的原因。但我承诺我们要增加一项，我们将成为世界上最好的雇主和最安全的工作场所。在我即将担任执行董事长的职位上，我将把重点放在新的倡议上。我是个发明家，这是我最喜欢的，也是我最擅长的。这是我创造最大价值的地方。我很高兴能与我们运营部门充满激情的庞大团队一起工作，在这个世界上最好雇主和最安全工作场所的竞技场上帮助发明。在细节上，我们亚马逊总是灵活的，但在愿景问题上，我们是固执和无情的。当我们下定决心做某事时，我们从来没有失败过，在这一点上我们也不会失败。我们深入探讨安全问题。例如，亚马逊约40%的工伤与肌肉骨骼疾病(MSD)有关，即反复运动可能导致的扭伤或拉伤等疾病。MSD在我们从事的这类工作中很常见，而且更有可能发生在员工入职的前六个月。我们需要为新员工发明减少MSD的解决方案，他们中的许多人可能是第一次参加实际工作。WorkingWell就是一个这样的项目，我们于2020年在北美和欧洲的350个工作地点向85.9万名员工推出了这个项目，我们在那里培训一小群员工有关身体力学、积极主动保持健康和安全方面的知识。除了减少工伤，这些概念对日常工作以外的活动也有积极影响。我们正在开发新的自动化人员配备时间表，它使用复杂的算法在使用不同肌腱组的工作之间轮换员工，以减少重复运动，帮助保护员工免受MSD风险。这项新技术是我们将在2021年推出的工作轮换计划的核心。我们对MSD早期预防的更多关注已经取得了成效。从2019年到2020年，总体MSD减少了32%，导致必须离开工作岗位的MSD减少了一半以上。我们在亚马逊雇佣了6200名安全专业人员。他们使用安全科学来解决复杂的问题，并建立新的行业最佳实践标准。2021年，我们将在安全项目上投资超过3亿美元，其中包括最初的6600万美元，用于创造有助于防止叉车和其他类型工业车辆相撞的技术。当我们带头这样做的时候，其他人就会跟随。两年半前，当我们为小时工设定15美元的最低工资时，我们这样做是因为我们想在工资方面领先而不是随大流，因为我们认为这样做是正确的。加州大学伯克利分校和布兰迪斯大学的经济学家最近发表的一篇论文，分析了我们决定将最低起薪提高到每小时15美元的影响。他们的评估反映了我们从员工、他们的家人和他们所居住的社区那里听到的情况。我们提高了起薪不仅使我们自己的员工受益，也使同一社区的其他工人受益，从而提振了全国各地的地方经济。研究表明，在同一劳动力市场中，我们的加薪导致其他雇主的平均时薪增加了4.7%。我们的领导工作还没有结束。如果我们想成为世界上最好的雇主，我们不应该满足于94%的员工说他们会向朋友推荐亚马逊的工作，而是必须以100%为目标。我们将通过继续在工资、福利、提升技能机会和其他方面领先，随着时间的推移，我们将做到这一点。如果任何股东担心，成为‘世界上最好雇主和最安全工作场所’的目标可能会分散我们作为‘世界上最以客户为中心的公司’的关注，那我希望你们能够放下担忧。这样想吧：如果我们能同时运营两种不同的业务，就像消费者电子商务和AWS一样，并且都在最高水平上做得非常好，那么我们当然也能在这两种愿景声明上做同样的事情。事实上，我相信它们会相互促进。气候誓言在这封信的早期草稿中，我以论证和例子开始了这一部分，这些论点和例子旨在证明人类导致的气候变化是真实存在的。但是，坦率地说，我认为我们现在可以停止这样说了。你不必说光合作用是真实存在的，或者说重力是真实存在的，或者海平面上的水是在100摄氏度沸腾的。这些事情完全是真的，气候变化也是如此。不久前，大多数人认为应对气候变化是好事，但他们也认为这会付出高昂的代价，并会威胁到就业、竞争力和经济增长。我们现在知道得更清楚了。应对气候变化的明智行动不仅将阻止坏事发生，还将提高我们的经济效率，有助于推动技术变革，降低风险。总而言之，这些可以带来更多更好的工作，更健康快乐的孩子，效率更高的工人，以及更繁荣的未来。但这并不意味着其是一件容易的事，未来十年将是决定性的十年。2030年的经济将需要与今天有很大的不同，亚马逊计划成为这一变化的核心。我们在2019年9月与Global Optimism组织共同发起了“气候誓言”，因为我们希望帮助推动这场积极的革命。我们需要成为一个不断壮大的企业团队中的一员，他们了解21世纪的紧迫性和机遇。现在，不到两年后，代表几乎所有经济部门的53家公司签署了气候誓言。百思买、IBM、印孚瑟斯、梅赛德斯-奔驰、微软、西门子和Verizon等公司承诺，到2040年，其全球业务将实现净零碳排放，比《巴黎协议》提前10年实现目标。其后誓言还要求它们定期测量和报告温室气体排放，通过真正的商业变革和创新实施脱碳战略，并通过额外的、可量化的、真实的、永久的和对社会有益的补偿来中和任何剩余的排放。可信的、高质量的补偿是宝贵的，我们应该保留它们，以补偿那些不存在低碳替代品的经济活动。气候誓言签字方正在做出有意义的、切实的和雄心勃勃的承诺。Uber的目标是到2030年在加拿大、欧洲和美国成为零碳排放平台，Henkel计划100%使用可再生能源生产电力。亚马逊正在朝着我们自己的目标前进，即到2025年100%使用可再生能源，比我们最初设定的2030年目标提前了五年。亚马逊是全球最大的可再生能源企业买家，我们在全球有62个电网规模的风能和太阳能项目，以及125个铺设太阳能屋顶的配送和分类中心。这些项目的发电能力超过6.9千兆瓦，每年提供超过2000万兆瓦时的能源。运输是亚马逊商业运营的重要组成部分，也是我们到2040年实现净零碳排放计划中最艰难的部分。为了帮助快速加速电动汽车技术的市场，并帮助所有公司过渡到更环保的技术，我们向Rivian投资了超过10亿美元，并向该公司订购了10万辆电动送货车。我们还与印度Mahindra和欧洲的梅赛德斯-奔驰建立了合作伙伴关系。这些来自Rivian的定制电动送货车辆已经投入运营，并于今年2月首次在洛杉矶上路。1万辆新车最早将于明年上路，到2030年，所有10万辆车将全部上路，可减少数百万吨碳排放。我们希望其他企业加入气候誓言的一个重要原因是向市场发出信号，企业应该开始发明和开发签字方需要履行承诺的新技术。我们购买10万辆Rivian电动送货车就是一个很好的例子。为了进一步加快对建设零碳经济所需新技术的投资，我们于去年6月推出了气候誓言基金(Climate Pledge Fund)。该投资计划从20亿美元开始，投资于有远见的公司，旨在促进向低碳经济的过渡。亚马逊已经宣布投资于CarbonCure Technologies、Pachama、Redwood Materials、Rivian、Turntide Technologies、ZeroAvia和Infinium，而且它们只是我们希望建立未来零碳经济的创新公司中的一部分。我还个人出资100亿美元提供赠款，帮助推动我们在未来十年所需的系统性变革。我们将支持顶尖的科学家、活动家、非政府组织、环境正义组织和其他致力于抗击气候变化和保护自然世界的人。去年年底，我向16个致力于创新和移动解决方案的组织提供了我的第一轮赠款。这将是大公司、小公司、全球组织和个人的集体行动，我很高兴能成为这一旅程的一部分，并乐观地认为人类可以团结起来解决这一挑战。保持差异化才能生存这是我作为亚马逊首席执行官签署的最后一封年度股东信，我觉得有最后一件极其重要的事情必须传授给大家。我希望所有亚马逊人都把这件事放在心上。理查德·道金斯(Richard Dawkins)出版的《盲眼钟表匠》(The Blind Watch Maker)一书中曾有过这样一段话，它攸关于生物学的一个基本事实：“避免死亡是你必须努力去做的事情。如果顺其自然（比如死亡），身体往往会恢复到与环境的平衡状态。如果你测量某些变量，如生物体内的温度、酸度、水分或电荷，通常会发现它们与周围环境中相应的测量结果有很大不同。例如，我们的体温通常比周围环境温度更高，在寒冷的气候下，身体必须努力工作才能保持这种差异。但当我们死后，这种机能就会停止，温差也开始消失，最终我们体温与周围环境相同。当然，并不是所有的动物都在努力避免与周围的温度达到平衡，但所有的动物都做了类似避免与周围环境融合的努力。例如，在干旱的国家，动植物努力保持细胞中的液体含量，这与水从细胞流向干燥外部世界的自然趋势背道而驰。如果他们失败了，他们就会死。更广泛地说，如果生物不积极地阻止水分流失，它们最终会融入周围环境，不再作为拥有自我意识的生物存在。这就是他们死后会发生的事情。”虽然这段话不是一个比喻，但它仍然是一篇奇妙的文章，与亚马逊息息相关。我甚至认为，它与所有公司、所有机构以及我们每个人的生活都相关。这个世界用什么方式吸引你，试图让你保持所谓的“正常”？要保持你的独特性需要做多少努力？是为了活下去还是为了让保持众不同更重要？我认识一对幸福的夫妇，他们在相处过程中经常会遇到这样的场景：丈夫经常会假装痛苦地看着妻子，对她说：“你就不能正常一点儿吗？”然后他们都微笑或大笑起来。当然，深刻的事实是，他喜欢她的独特之处。但是，与此同时，如果我们稍微正常一点，事情往往会变得更容易，消耗更少的能量，这也是事实。我们都知道独特性（原创性）是有价值的，我们都被教导要“做你自己”。我真正要求你们做的是拥抱并现实地认识到保持这种独特性需要付出多大的努力。这个世界希望你成为普通人，它会千方百计地吸引你，但别让这种情况发生。你必须为自己的与众不同付出代价，但这是值得的。童话版的“做你自己”是，一旦你让自己的独特性闪耀光芒，所有的痛苦就会消失。这种说法具有误导性。做你自己是值得的，但不要指望这是容易或免费的，你必须不断地投入努力。这个世界总是试图让亚马逊变得泯然众人，让我们与我们的环境保持平衡。这将需要持续的努力，但我们可以而且必须做得更好。我一如既往地附上我们1997年的股东信。它在最后写道：“亚马逊网感谢客户的支持和信任，感谢彼此的辛勤工作，感谢股东们的支持和鼓励。”这一点都没变。我要特别感谢贾西同意担任首席执行官一职，这是一项责任重大的艰难工作。贾西才华横溢，信奉最高的标准。我向你们保证，贾西不会让世界把我们变成普通人，他会聚集我们所需的能量，让我们的内心保持活力，让我们与众不同。这并不容易，但却至关重要。我认为他将会让所有人满意。谢谢你，贾西！致你们所有人：要保持善良，要有独创性，创造的东西要比消费的多，永远不要让宇宙吸引你融入周围的环境。现在仍然是创业第一天。（腾讯科技审校/金鹿）","kind":"news","is_publish_news":true,"is_publish_highlight":false,"is_publish_live":false,"is_publish_wemedia":null,"editions":null,"column":"","sentiment":"0","news_tag":"","news_rank":0,"symbols":[],"gpt_button":1,"need_auth":false,"code":"91000000","status":"200"},"commentList":[{"id":347713922,"gmtCreate":1618530491366,"gmtModify":1704712205071,"author":{"id":"3570851196183919","authorId":"3570851196183919","name":"choong9655","avatar":"https://static.tigerbbs.com/d9388bd17a337e45fb122d12e3c9dac3","vip":1,"crmLevel":11,"crmLevelSwitch":0,"idStr":"3570851196183919","authorIdStr":"3570851196183919"},"htmlText":"666","listText":"666","text":"666","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/347713922","repostId":2127088429,"repostType":4,"repost":{"id":"2127088429","kind":"news","pubTimestamp":1618527482,"share":"https://ttm.financial/m/news/2127088429?lang=en_US&edition=fundamental","pubTime":"2021-04-16 06:58","market":"us","language":"zh","title":"Bezos Signs Last Shareholder Letter: Amazon Must Treat Workers Better","url":"https://stock-news.laohu8.com/highlight/detail?id=2127088429","media":"腾讯科技","summary":"腾讯科技讯 4月16日消息，美国当地时间周四，亚马逊创始人杰夫·贝索斯 签署了其卸任首席执行官前的最后一封年度股东信。贝索斯以最近亚马逊阿拉巴马州一家仓库进行的工会投票结果为例，说明了为何该公司需要应对内部员工的挑战。贝索斯说，他希望亚马逊将来为员工做同样的事情。贝索斯还采取了许多措施来缓解股东的担忧，即重新设想的公司业务重心可能会对亚马逊的未来意味着什么。","content":"<a href=\"https://laohu8.com/S/00700\">Tencent</a>Technology News April 16th news, local time in the United States on Thursday,<a href=\"https://laohu8.com/S/AMZN\">Amazon</a>Founder Jeff Bezos signed his last annual shareholder letter before stepping down as CEO. In his letter, he put forward a broad vision for the company's future, and is committed to extending Amazon's famous \"customer first\" principle to giving equal care to employees.Bezos cited the results of a recent union vote at an Amazon warehouse in Alabama as an example of why the company needs to deal with internal employee challenges. Last week, Amazon garnered enough votes at its warehouse in Bessemer, Alabama, to thwart a historic unionization campaign. If successful, it would represent the first union formed at Amazon's facilities in the United States.Bezos will step down as CEO in the third quarter of this year, handing over power to Andy Jassy, CEO of Amazon's cloud computing unit AWS, who will himself serve as executive chairman. \"While our direct relationship with our employees remains strong, it is clear to me that we need a better vision to create value for our employees, a vision that creates value for our employees to succeed,\" he said in the letter.As we all know, Amazon has a set of core leadership principles, the most important of which is the company's \"customer first\". Bezos said he hopes Amazon will do the same for employees in the future. He wrote: \"Although we have achieved a lot, it is clear to me that we need a better vision to make our employees successful. We have always wanted to be the most customer-centric company in the world. We won't change that, which is why we have achieved such success. But I promise that we will add one, and we will be the best employer and safest workplace in the world.\"Bezos also dismissed claims that Amazon has created a savage and brutal workplace culture in its warehouses. He wrote: \"Our employees are sometimes called desperate souls or treated as<a href=\"https://laohu8.com/S/300024\">Robot</a>Treat, but that's inaccurate. \"After taking on his new role as executive chairman, Bezos plans to focus on how to make Amazon's warehouses safer. About 40% of work-related injuries are sprains or strains, mostly due to repeating the same movements, which are common among new employees, he said. To help reduce these types of injuries, Amazon is developing automated staffing schedules that allow employees to rotate in different jobs using other tendon groups. The company expects to begin deploying the technology later this year.Bezos has also taken a number of steps to allay shareholder concerns about what the reimagined focus of the company's business might mean for Amazon's future. He reiterated that Amazon is \"still on its first day of entrepreneurship,\" and highlighted Amazon's continued growth, including the fact that the company now has 200 million Prime subscribers, up from 150 million at the start of last year.Bezos said: \"If any shareholder is worried that the goal of becoming 'the best employer and safest workplace in the world' may distract us from our attention as' the most customer-centric company in the world ', then I hope you can let go of your worries. Think of it this way: if we can run two different businesses at the same time, just like consumer e-commerce and AWS, and both do very well at the highest level, then certainly we can do the same thing with these two vision statements. In fact, I believe they reinforce each other. \"The following is the new full text of Bezos's annual shareholder:In a 1997 letter to Amazon shareholders, our first shareholder letter, I talked about our desire to create an \"enduring franchise,\" one that would redefine what it means to \"serve customers\" by unleashing the power of the Internet. I've noticed that Amazon has grown from 158 employees to 614, and we've surpassed 1.5 million customer accounts. We just went public at a split-adjusted share price of $1.50 per share. At the time, I mentioned that Amazon is \"still on its first day of business\" status.We've come a long way since then, and we're working harder than ever to serve and delight our customers. Last year, we employed half a million people and now employ 1.3 million people directly around the world. We have over 200 million Prime members worldwide. More than 1.9 million SMEs sell goods on our Marketplace platform, accounting for nearly 60% of our retail sales.These customers have transferred more than 100 million units<a href=\"https://laohu8.com/S/5RE.SI\">smart</a>Home devices are connected to the smart assistant Alexa. AWS serves millions of customers with an annualized run rate of $50 billion at the end of 2020. In 1997, we hadn't launched Prime, Marketplace, Alexa or AWS, and there wasn't even such an idea back then. We take a lot of risks with every big move and put in sweat and creativity along the way.Along the way, we have generated $1.6 trillion in wealth for our shareholders. Who are they? I am one of them, and my equity in Amazon has made me rich. But more than seven-eighths of the shares, equivalent to $1.4 trillion in wealth creation, are owned by others. Who are they? They include pension funds, universities, they are Mary and Larry, and just as I sit down to write this shareholder letter, they suddenly send me all kinds of ideas.I hear similar stories all the time. I know some of these people who use the money they earn from Amazon for college, emergencies, housing, vacations, entrepreneurship, and philanthropy. I am proud of the wealth we have created for our shareholders. It's important because it helps improve their lives. But there's another thing I know: it's not the biggest part of the value we create.Creating is more valuable than consumingIf you want to succeed in business (and actually in life), you have to create more than you consume. Your goal should be to create value for everyone you interact with. Any business that doesn't create value for the people it reaches, even if it appears to be successful on the surface, doesn't exist in this world for very long and will soon be eliminated.Remember, stock prices are not about the past, they are predictions of future cash flows discounted back to the present. The stock market represents expectations. However, I'm going to change the subject now and talk about the past. How much value did we create for our shareholders in 2020? This is a relatively easy question to answer, because the accounting system is set up to answer this question. Our net income in 2020 was $21.3 billion. If Amazon wasn't a publicly traded company with thousands of shareholders, but a sole proprietorship with only one owner, that's all it made in 2020.What about employee income? It's also a fairly easy question of value creation to answer, because we can look at the compensation spending situation. The company's expenditure represents the employee's income. In 2020, employees earned $80 billion, plus $11 billion in expenses (including benefits and various payroll taxes), totaling $91 billion.What about third-party sellers? We have an internal team (sales partner service team) to answer this question. They estimate that in 2020, third-party sellers made between $25 billion and $39 billion in profits from selling goods on Amazon, which I'm assuming here to be conservative.As for customers, we have to segment it into consumer customers and AWS customers. The first is the consumer, for whom we offer low prices, plenty of choice and fast delivery services, but let's say we ignore all of these and only value one thing, and that is, we save our customers time.Customers complete 28% of their purchases on Amazon in three minutes or less, and half of them take less than 15 minutes. Compared to a typical brick-and-mortar shopping trip, which involves driving, parking, searching store aisles, queuing up to check out, finding your car, and then driving home, research shows it takes an average hour. If you assume that a typical Amazon purchase only takes 15 minutes and can save you a few trips to a physical store a week, that's 75 + hours a year. It's important, after all, in the early 2000s, we're all busy.In this way, we can get a dollar figure, let's assume the time saved is $10 per hour (which is conservative). Seventy-five hours multiplied by $10 an hour, subtracting the cost of Prime, and we can create about $630 in value per Prime member. We have 200 million Prime members, which means a total of $126 billion in value created in 2020.It is challenging to evaluate the value created by AWS customers because each customer has a vastly different workload, but we will do it anyway because we admit beforehand that the margin of error is high. The direct cost improvements from cloud operations vary from on-site operations, but a reasonable estimate is 30%. Of AWS's $45 billion in revenue for the full year of 2020, this 30% represents $19 billion in customer value created.The difficulty of this assessment effort is that direct cost reduction is the smallest part of the benefits that migrating to the cloud will bring to customers. The greater benefit is the increased speed of software development, which can significantly increase customer competitiveness and revenue. We don't have a reasonable way to estimate this part of customer value, except to say that it is almost certainly greater than the immediate cost savings. Conservatively speaking, I think that part of the value AWS generated for customers in 2020 is as high as $38 billion.Adding the value created for AWS and consumer customers together, we generated a total of $164 billion in customer value in 2020. Collectively, we generated $21 billion in value for shareholders, $91 billion for employees, $25 billion for third-party sellers, and $164 billion for customers in 2020, totaling $301 billion.If each group had an income statement that represented their interactions with Amazon, the numbers above would be the \"bottom line\" for those income statements. These numbers are part of the reason why people work for us, sellers sell through us, and customers buy from us, that we create value for them. This value creation is not a \"zero-sum game\". It's not just about transferring money from pocket to pocket. Within the broad framework of society as a whole, you will find that invention is the root of all true value creation, and that value created is best considered as a measure of innovation.Of course, our relationship with these constituents and the value we create is more than just money. Money doesn't tell the whole story. For example, we have a relatively straightforward relationship with shareholders, who invest and hold stocks for a period of their choice. We rarely provide guidance to shareholders on matters such as annual meetings and proper voting procedures. Even then, they could just ignore these instructions and just skip the vote.Our relationships with our employees are very different examples. We have the process they follow and the criteria by which they evaluate their performance. We need training and all kinds of certifications. Employees must show up for work at the agreed time. Our interactions with our employees are numerous and fine-grained. This is not just a matter of salary and benefits, it also involves all other detailed aspects of the relationship between the two parties.Am I comforted by the outcome of Bessemer's recent union vote? No, I didn't. I think we need to do more for our people. While our direct relationship with our employees remains strong, it is clear to me that we need a better vision to create value for our employees, a vision that creates value for our employees to succeed.If you read some of the news reports, you might think we don't care about employees. In these reports, our employees are sometimes referred to as desperate souls, treated like robots. But this is inaccurate. They are mature and thoughtful people who can choose where to work. When we surveyed distribution center employees, 94% said they would recommend to a friend to go to work at Amazon.Employees can use informal breaks during their shifts to stretch, get water, use the restroom or talk to their manager, all without compromising their performance. These informal working hours are in addition to the 30-minute lunch and 30-minute breaks in their normal schedule.Rather than setting unreasonable performance targets, we set achievable performance targets that take tenure and actual employee performance data into account. Employee performance is the result of a comprehensive evaluation over a long period of time because we know that various factors can affect their performance in any given week, day or hour. If an employee fails to meet performance targets over a period of time, their manager will talk to them and provide guidance.The training is also extended to employees who perform well and can take on more responsibility. In fact, 82% of training is positive and delivered to employees who meet or exceed expectations. We laid off less than 2.6% of our employees because they were unable to perform their duties. In 2020, this figure was even lower due to the impact of the novel coronavirus pneumonia pandemic on operations.The World's Best Employer and Safest WorkplaceThe truth is that the huge team of thousands of people leading Amazon's operations has always cared deeply about our temp workers, and we are proud of the work environment we have created. We are also proud that Amazon is a company that doesn't just create jobs for computer scientists and people with advanced degrees, we also create jobs for people who have never received that advantage.As much as we have accomplished, it is clear to me that we need a better vision in order for our people to be successful. We have always wanted to be the most customer-centric company in the world. We're not going to change that, and that's why we're so successful. But I promise that we will add one, and we will be the best employer and safest place to work in the world.In my upcoming role as Executive Chairman, I will focus on new initiatives. I'm an inventor, which is what I like best and what I do best. This is where I create the most value. I am excited to work with our passionate and huge team in our operations to help invent in this arena of the best employers and safest workplaces in the world. When it comes to details, we at Amazon are always flexible, but when it comes to vision, we are stubborn and ruthless. We have never failed when we set our minds to do something, and we will not fail at this point.We dive into security issues. For example, about 40% of work-related injuries at Amazon are related to musculoskeletal disorders (MSDs)-conditions such as sprains or strains that can result from repeated movement. MSD is common in the type of work we do, and it is more likely to occur in the first six months of employee onboarding. We need to invent solutions to reduce MSD for new employees, many of whom may be attending actual jobs for the first time.One such program is WorkingWell, which we rolled out to 859,000 employees in 2020 at 350 job locations across North America and Europe, where we train a small group of employees on body mechanics, proactively maintaining health and safety. In addition to reducing work-related injuries, these concepts also have a positive impact on activities outside of daily work.We are developing new automated staffing schedules that use sophisticated algorithms to rotate employees between jobs using different tendon groups to reduce repetitive movements and help protect employees from MSD risks. This new technology is at the heart of our job rotation program, which will be rolling out in 2021. Our greater focus on early prevention of MSD has paid off. From 2019 to 2020, overall MSDs decreased by 32%, resulting in a more than half reduction in MSDs that had to leave work.We employ 6,200 security professionals at Amazon. They use safety science to solve complex problems and establish new industry best practice standards. In 2021, we will invest more than $300 million in safety programs, including an initial $66 million to create technology that will help prevent collisions between forklifts and other types of industrial vehicles.When we take the lead in doing so, others will follow. When we set a $15 minimum wage for hourly workers two and a half years ago, we did it because we wanted to get ahead in wages rather than follow the crowd, because we thought it was the right thing to do. A recent paper by economists at the University of California, Berkeley and Brandeis University analyzed the impact of our decision to increase our minimum starting wage to $15 an hour. Their assessments mirror what we hear from employees, their families, and the communities they live in.We've raised starting wages to benefit not only our own employees, but other workers in the same community as well, boosting local economies across the country. Studies have shown that our pay increases resulted in a 4.7% increase in average hourly wages for other employers in the same labour market.Our leadership is not over yet. If we want to be the best employer in the world, we shouldn't settle for 94% of our employees saying they would recommend Amazon jobs to their friends, but instead we must aim for 100%. We will do that over time by continuing to lead in wages, benefits, upskilling opportunities and other things.If any shareholders are worried that the goal of becoming 'the best employer and safest workplace in the world' may distract us from being 'the most customer-centric company in the world', then I hope you can let go of your worries. Think of it this way: if we can run two different businesses simultaneously, like consumer e-commerce and AWS, and both do very well at the highest level, then of course we can do the same thing with both vision statements. In fact, I believe they reinforce each other.Climate PledgeIn an earlier draft of this letter, I began this section with arguments and examples designed to prove that human-induced climate change is real. But, frankly, I think we can stop saying that now. You don't have to say that photosynthesis is real, or that gravity is real, or that water at sea level boils at 100 °C. These things are completely true, and so is climate change.Not long ago, most people thought that tackling climate change was good, but they also thought it would be costly and threaten jobs, competitiveness and economic growth. We know better now. Smart action against climate change will not only prevent bad things from happening, but also improve our economic efficiency, help drive technological change and reduce risks. All in all, these can lead to more and better jobs, healthier and happier children, more efficient workers, and a more prosperous future.But this does not mean that it is an easy task. The next decade will be a decisive decade. The economy in 2030 will need to be much different than it is today, and Amazon plans to be at the heart of this change. We co-launched the Climate Pledge in September 2019 with the Global Optimism organization because we want to help drive this positive revolution. We need to be part of a growing corporate team that understands the urgencies and opportunities of the 21st century.Now, less than two years later, 53 companies representing almost all sectors of the economy have signed the Climate Pledge.<a href=\"https://laohu8.com/S/BBY\">Best Buy</a>、<a href=\"https://laohu8.com/S/IBM\">IBM</a>、<a href=\"https://laohu8.com/S/INFY\">Infosys</a>, Mercedes-Benz,<a href=\"https://laohu8.com/S/MSFT\">Microsoft</a>, Siemens and Verizon, among others, have pledged to achieve net-zero carbon emissions from their global operations by 2040, 10 years ahead of the Paris Agreement. The subsequent pledge also requires them to measure and report greenhouse gas emissions regularly, implement decarbonisation strategies through genuine business change and innovation, and neutralize any remaining emissions through additional, quantifiable, real, permanent and socially beneficial offsets. Credible, high-quality compensations are valuable, and we should keep them to compensate for economic activities for which low-carbon alternatives do not exist.Climate Pledge signatories are making meaningful, tangible and ambitious commitments. Uber aims to be a zero-carbon platform in Canada, Europe and the United States by 2030, and Henkel plans to use 100% renewable energy to produce electricity. Amazon is moving towards our own goal of 100% renewable energy by 2025, five years ahead of our original 2030 goal. Amazon is the world's largest corporate buyer of renewable energy and we have 62 grid-scale wind and<a href=\"https://laohu8.com/S/000591\">Solar energy</a>Projects, as well as 125 distribution and sorting centers with solar rooftops. These projects have a generating capacity of more than 6.9 gigawatts and provide more than 20 million megawatt-hours of energy annually.Transportation is an important part of Amazon's commercial operations and the toughest part of our plan to achieve net-zero carbon emissions by 2040. To help rapidly accelerate the market for electric vehicle technology and help all companies transition to more environmentally friendly technologies, we invested more than $1 billion in Rivian and ordered 100,000 electric delivery vans from the company. We also have partnerships with Mahindra in India and Mercedes-Benz in Europe.These custom electric delivery vehicles from Rivian are already operational and first hit the roads in Los Angeles in February of this year. 10,000 new cars will be on the road as early as next year, and all 100,000 cars will be on the road by 2030, which can reduce millions of tons of carbon emissions. One big reason we want other businesses to join the climate pledge is to signal to the market that businesses should start inventing and developing new technologies that signatories need to fulfill their commitments. Our purchase of 100,000 Rivian electric delivery vans is a good example.To further accelerate investment in the new technologies needed to build a zero-carbon economy, we launched the Climate Pledge Fund last June. The investment plan starts with $2 billion in visionary companies aimed at facilitating the transition to a low-carbon economy. Amazon has announced investments in CarbonCure Technologies, Pachama, Redwood Materials, Rivian, Turntide Technologies, ZeroAvia, and Infinium, and they are just a few of the innovative companies we want to build the zero-carbon economy of the future.I'm also personally contributing $10 billion in grants to help drive the systemic change we need over the next decade. We will support top scientists, activists, NGOs, environmental justice organizations, and others working to fight climate change and protect the natural world. Late last year, I awarded my first round of grants to 16 organizations working on innovation and mobility solutions. It will be a collective action by large companies, small companies, global organizations and individuals, and I am excited to be a part of this journey and optimistic that humanity can come together to solve this challenge.Stay Differentiated to SurviveThis is the last annual shareholder letter I have signed as CEO of Amazon, and I feel there is one last extremely important thing that I must pass on to everyone. I hope all Amazons take this to heart.There is a passage in Richard Dawkins' book The Blind Watch Maker, which is at stake to a fundamental fact of biology:\"Avoiding death is something you have to strive to do. The body tends to return to a state of equilibrium with the environment if it is allowed to take its course (like death). If you measure certain variables, such as temperature, acidity, moisture or electric charge in a living organism, it is often found that they are quite different from the corresponding measurements in the surrounding environment. For example, our body temperature is usually warmer than the surrounding environment, and in colder climates, the body has to work hard to maintain this difference. But when we die, this function stops, the temperature difference starts to disappear, and eventually our body temperature is the same as that of our surrounding environment. Of course, not all animals try to avoid reaching equilibrium with the surrounding temperature, but all animals make similar efforts to avoid integration with their surroundings. For example, in arid countries, plants and animals struggle to maintain the liquid content in their cells, which runs counter to the natural tendency of water to flow from cells to the dry outside world. If they fail, they will die. More broadly, if organisms do not actively prevent water loss, they will eventually integrate into their surroundings and cease to exist as creatures with self-awareness. That's what happens when they die. \"While this passage isn't a metaphor, it's still a fantastic article that is closely related to Amazon. I even think that it is relevant to all companies, all institutions, and the lives of each of us. In what ways does the world appeal to you, trying to keep you so-called \"normal\"? How much effort does it take to maintain your uniqueness? Is it to stay alive or to make it more important to stay different?I know a happy couple who often encounter scenes when they get along with each other: the husband often looks at his wife in feigned pain and says to her, \"Can't you just be normal?\" Then they both smile or laugh. Of course, the deep truth is that he likes her uniqueness. But, at the same time, it's also true that things tend to get easier and consume less energy if we're a little more normal.We all know that uniqueness (originality) is valuable and we are all taught to \"be yourself\". What I really ask you to do is embrace and be realistic about how much effort it takes to maintain that uniqueness. The world wants you to be an ordinary person, and it will do everything possible to attract you, but don't let that happen. You have to pay for being different, but it's worth it. The fairy tale version of \"being yourself\" is that once you let your uniqueness shine, all the pain will disappear. This statement is misleading. Being yourself is worth it, but don't expect it to be easy or free, you have to constantly put in the effort.The world is always trying to make Amazon obscure and keep us in balance with our environment. It will require sustained effort, but we can and must do better.I attach, as always, our 1997 shareholder letter. It concluded by saying, \"Amazon.com thanks customers for their support and trust, each other for their hard work, and shareholders for their support and encouragement.\" Nothing has changed. I would like to thank Jassy in particular for agreeing to the CEO role, which is a tough job with a lot of responsibility. Jassy is brilliant and believes in the highest standards. I promise you that Jassy won't let the world turn us into ordinary people, he will gather the energy we need to keep our hearts alive and make us different. It's not easy, but it's crucial. I think he will please everyone. Thank you, Jassy!To all of you: Be kind, be original, create more than consume, and never let the universe draw you into your surroundings. It's still the first day of starting a business. (Tencent Technology Reviewer/Golden Deer)","source":"tencent","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Bezos Signs Last Shareholder Letter: Amazon Must Treat Workers Better</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nBezos Signs Last Shareholder Letter: Amazon Must Treat Workers Better\n</h2>\n<h4 class=\"meta\">\n\n腾讯科技2021-04-16 06:58\n\n</h4>\n</header>\n<article>\n<a href=\"https://laohu8.com/S/00700\">Tencent</a>Technology News April 16th news, local time in the United States on Thursday,<a href=\"https://laohu8.com/S/AMZN\">Amazon</a>Founder Jeff Bezos signed his last annual shareholder letter before stepping down as CEO. In his letter, he put forward a broad vision for the company's future, and is committed to extending Amazon's famous \"customer first\" principle to giving equal care to employees.Bezos cited the results of a recent union vote at an Amazon warehouse in Alabama as an example of why the company needs to deal with internal employee challenges. Last week, Amazon garnered enough votes at its warehouse in Bessemer, Alabama, to thwart a historic unionization campaign. If successful, it would represent the first union formed at Amazon's facilities in the United States.Bezos will step down as CEO in the third quarter of this year, handing over power to Andy Jassy, CEO of Amazon's cloud computing unit AWS, who will himself serve as executive chairman. \"While our direct relationship with our employees remains strong, it is clear to me that we need a better vision to create value for our employees, a vision that creates value for our employees to succeed,\" he said in the letter.As we all know, Amazon has a set of core leadership principles, the most important of which is the company's \"customer first\". Bezos said he hopes Amazon will do the same for employees in the future. He wrote: \"Although we have achieved a lot, it is clear to me that we need a better vision to make our employees successful. We have always wanted to be the most customer-centric company in the world. We won't change that, which is why we have achieved such success. But I promise that we will add one, and we will be the best employer and safest workplace in the world.\"Bezos also dismissed claims that Amazon has created a savage and brutal workplace culture in its warehouses. He wrote: \"Our employees are sometimes called desperate souls or treated as<a href=\"https://laohu8.com/S/300024\">Robot</a>Treat, but that's inaccurate. \"After taking on his new role as executive chairman, Bezos plans to focus on how to make Amazon's warehouses safer. About 40% of work-related injuries are sprains or strains, mostly due to repeating the same movements, which are common among new employees, he said. To help reduce these types of injuries, Amazon is developing automated staffing schedules that allow employees to rotate in different jobs using other tendon groups. The company expects to begin deploying the technology later this year.Bezos has also taken a number of steps to allay shareholder concerns about what the reimagined focus of the company's business might mean for Amazon's future. He reiterated that Amazon is \"still on its first day of entrepreneurship,\" and highlighted Amazon's continued growth, including the fact that the company now has 200 million Prime subscribers, up from 150 million at the start of last year.Bezos said: \"If any shareholder is worried that the goal of becoming 'the best employer and safest workplace in the world' may distract us from our attention as' the most customer-centric company in the world ', then I hope you can let go of your worries. Think of it this way: if we can run two different businesses at the same time, just like consumer e-commerce and AWS, and both do very well at the highest level, then certainly we can do the same thing with these two vision statements. In fact, I believe they reinforce each other. \"The following is the new full text of Bezos's annual shareholder:In a 1997 letter to Amazon shareholders, our first shareholder letter, I talked about our desire to create an \"enduring franchise,\" one that would redefine what it means to \"serve customers\" by unleashing the power of the Internet. I've noticed that Amazon has grown from 158 employees to 614, and we've surpassed 1.5 million customer accounts. We just went public at a split-adjusted share price of $1.50 per share. At the time, I mentioned that Amazon is \"still on its first day of business\" status.We've come a long way since then, and we're working harder than ever to serve and delight our customers. Last year, we employed half a million people and now employ 1.3 million people directly around the world. We have over 200 million Prime members worldwide. More than 1.9 million SMEs sell goods on our Marketplace platform, accounting for nearly 60% of our retail sales.These customers have transferred more than 100 million units<a href=\"https://laohu8.com/S/5RE.SI\">smart</a>Home devices are connected to the smart assistant Alexa. AWS serves millions of customers with an annualized run rate of $50 billion at the end of 2020. In 1997, we hadn't launched Prime, Marketplace, Alexa or AWS, and there wasn't even such an idea back then. We take a lot of risks with every big move and put in sweat and creativity along the way.Along the way, we have generated $1.6 trillion in wealth for our shareholders. Who are they? I am one of them, and my equity in Amazon has made me rich. But more than seven-eighths of the shares, equivalent to $1.4 trillion in wealth creation, are owned by others. Who are they? They include pension funds, universities, they are Mary and Larry, and just as I sit down to write this shareholder letter, they suddenly send me all kinds of ideas.I hear similar stories all the time. I know some of these people who use the money they earn from Amazon for college, emergencies, housing, vacations, entrepreneurship, and philanthropy. I am proud of the wealth we have created for our shareholders. It's important because it helps improve their lives. But there's another thing I know: it's not the biggest part of the value we create.Creating is more valuable than consumingIf you want to succeed in business (and actually in life), you have to create more than you consume. Your goal should be to create value for everyone you interact with. Any business that doesn't create value for the people it reaches, even if it appears to be successful on the surface, doesn't exist in this world for very long and will soon be eliminated.Remember, stock prices are not about the past, they are predictions of future cash flows discounted back to the present. The stock market represents expectations. However, I'm going to change the subject now and talk about the past. How much value did we create for our shareholders in 2020? This is a relatively easy question to answer, because the accounting system is set up to answer this question. Our net income in 2020 was $21.3 billion. If Amazon wasn't a publicly traded company with thousands of shareholders, but a sole proprietorship with only one owner, that's all it made in 2020.What about employee income? It's also a fairly easy question of value creation to answer, because we can look at the compensation spending situation. The company's expenditure represents the employee's income. In 2020, employees earned $80 billion, plus $11 billion in expenses (including benefits and various payroll taxes), totaling $91 billion.What about third-party sellers? We have an internal team (sales partner service team) to answer this question. They estimate that in 2020, third-party sellers made between $25 billion and $39 billion in profits from selling goods on Amazon, which I'm assuming here to be conservative.As for customers, we have to segment it into consumer customers and AWS customers. The first is the consumer, for whom we offer low prices, plenty of choice and fast delivery services, but let's say we ignore all of these and only value one thing, and that is, we save our customers time.Customers complete 28% of their purchases on Amazon in three minutes or less, and half of them take less than 15 minutes. Compared to a typical brick-and-mortar shopping trip, which involves driving, parking, searching store aisles, queuing up to check out, finding your car, and then driving home, research shows it takes an average hour. If you assume that a typical Amazon purchase only takes 15 minutes and can save you a few trips to a physical store a week, that's 75 + hours a year. It's important, after all, in the early 2000s, we're all busy.In this way, we can get a dollar figure, let's assume the time saved is $10 per hour (which is conservative). Seventy-five hours multiplied by $10 an hour, subtracting the cost of Prime, and we can create about $630 in value per Prime member. We have 200 million Prime members, which means a total of $126 billion in value created in 2020.It is challenging to evaluate the value created by AWS customers because each customer has a vastly different workload, but we will do it anyway because we admit beforehand that the margin of error is high. The direct cost improvements from cloud operations vary from on-site operations, but a reasonable estimate is 30%. Of AWS's $45 billion in revenue for the full year of 2020, this 30% represents $19 billion in customer value created.The difficulty of this assessment effort is that direct cost reduction is the smallest part of the benefits that migrating to the cloud will bring to customers. The greater benefit is the increased speed of software development, which can significantly increase customer competitiveness and revenue. We don't have a reasonable way to estimate this part of customer value, except to say that it is almost certainly greater than the immediate cost savings. Conservatively speaking, I think that part of the value AWS generated for customers in 2020 is as high as $38 billion.Adding the value created for AWS and consumer customers together, we generated a total of $164 billion in customer value in 2020. Collectively, we generated $21 billion in value for shareholders, $91 billion for employees, $25 billion for third-party sellers, and $164 billion for customers in 2020, totaling $301 billion.If each group had an income statement that represented their interactions with Amazon, the numbers above would be the \"bottom line\" for those income statements. These numbers are part of the reason why people work for us, sellers sell through us, and customers buy from us, that we create value for them. This value creation is not a \"zero-sum game\". It's not just about transferring money from pocket to pocket. Within the broad framework of society as a whole, you will find that invention is the root of all true value creation, and that value created is best considered as a measure of innovation.Of course, our relationship with these constituents and the value we create is more than just money. Money doesn't tell the whole story. For example, we have a relatively straightforward relationship with shareholders, who invest and hold stocks for a period of their choice. We rarely provide guidance to shareholders on matters such as annual meetings and proper voting procedures. Even then, they could just ignore these instructions and just skip the vote.Our relationships with our employees are very different examples. We have the process they follow and the criteria by which they evaluate their performance. We need training and all kinds of certifications. Employees must show up for work at the agreed time. Our interactions with our employees are numerous and fine-grained. This is not just a matter of salary and benefits, it also involves all other detailed aspects of the relationship between the two parties.Am I comforted by the outcome of Bessemer's recent union vote? No, I didn't. I think we need to do more for our people. While our direct relationship with our employees remains strong, it is clear to me that we need a better vision to create value for our employees, a vision that creates value for our employees to succeed.If you read some of the news reports, you might think we don't care about employees. In these reports, our employees are sometimes referred to as desperate souls, treated like robots. But this is inaccurate. They are mature and thoughtful people who can choose where to work. When we surveyed distribution center employees, 94% said they would recommend to a friend to go to work at Amazon.Employees can use informal breaks during their shifts to stretch, get water, use the restroom or talk to their manager, all without compromising their performance. These informal working hours are in addition to the 30-minute lunch and 30-minute breaks in their normal schedule.Rather than setting unreasonable performance targets, we set achievable performance targets that take tenure and actual employee performance data into account. Employee performance is the result of a comprehensive evaluation over a long period of time because we know that various factors can affect their performance in any given week, day or hour. If an employee fails to meet performance targets over a period of time, their manager will talk to them and provide guidance.The training is also extended to employees who perform well and can take on more responsibility. In fact, 82% of training is positive and delivered to employees who meet or exceed expectations. We laid off less than 2.6% of our employees because they were unable to perform their duties. In 2020, this figure was even lower due to the impact of the novel coronavirus pneumonia pandemic on operations.The World's Best Employer and Safest WorkplaceThe truth is that the huge team of thousands of people leading Amazon's operations has always cared deeply about our temp workers, and we are proud of the work environment we have created. We are also proud that Amazon is a company that doesn't just create jobs for computer scientists and people with advanced degrees, we also create jobs for people who have never received that advantage.As much as we have accomplished, it is clear to me that we need a better vision in order for our people to be successful. We have always wanted to be the most customer-centric company in the world. We're not going to change that, and that's why we're so successful. But I promise that we will add one, and we will be the best employer and safest place to work in the world.In my upcoming role as Executive Chairman, I will focus on new initiatives. I'm an inventor, which is what I like best and what I do best. This is where I create the most value. I am excited to work with our passionate and huge team in our operations to help invent in this arena of the best employers and safest workplaces in the world. When it comes to details, we at Amazon are always flexible, but when it comes to vision, we are stubborn and ruthless. We have never failed when we set our minds to do something, and we will not fail at this point.We dive into security issues. For example, about 40% of work-related injuries at Amazon are related to musculoskeletal disorders (MSDs)-conditions such as sprains or strains that can result from repeated movement. MSD is common in the type of work we do, and it is more likely to occur in the first six months of employee onboarding. We need to invent solutions to reduce MSD for new employees, many of whom may be attending actual jobs for the first time.One such program is WorkingWell, which we rolled out to 859,000 employees in 2020 at 350 job locations across North America and Europe, where we train a small group of employees on body mechanics, proactively maintaining health and safety. In addition to reducing work-related injuries, these concepts also have a positive impact on activities outside of daily work.We are developing new automated staffing schedules that use sophisticated algorithms to rotate employees between jobs using different tendon groups to reduce repetitive movements and help protect employees from MSD risks. This new technology is at the heart of our job rotation program, which will be rolling out in 2021. Our greater focus on early prevention of MSD has paid off. From 2019 to 2020, overall MSDs decreased by 32%, resulting in a more than half reduction in MSDs that had to leave work.We employ 6,200 security professionals at Amazon. They use safety science to solve complex problems and establish new industry best practice standards. In 2021, we will invest more than $300 million in safety programs, including an initial $66 million to create technology that will help prevent collisions between forklifts and other types of industrial vehicles.When we take the lead in doing so, others will follow. When we set a $15 minimum wage for hourly workers two and a half years ago, we did it because we wanted to get ahead in wages rather than follow the crowd, because we thought it was the right thing to do. A recent paper by economists at the University of California, Berkeley and Brandeis University analyzed the impact of our decision to increase our minimum starting wage to $15 an hour. Their assessments mirror what we hear from employees, their families, and the communities they live in.We've raised starting wages to benefit not only our own employees, but other workers in the same community as well, boosting local economies across the country. Studies have shown that our pay increases resulted in a 4.7% increase in average hourly wages for other employers in the same labour market.Our leadership is not over yet. If we want to be the best employer in the world, we shouldn't settle for 94% of our employees saying they would recommend Amazon jobs to their friends, but instead we must aim for 100%. We will do that over time by continuing to lead in wages, benefits, upskilling opportunities and other things.If any shareholders are worried that the goal of becoming 'the best employer and safest workplace in the world' may distract us from being 'the most customer-centric company in the world', then I hope you can let go of your worries. Think of it this way: if we can run two different businesses simultaneously, like consumer e-commerce and AWS, and both do very well at the highest level, then of course we can do the same thing with both vision statements. In fact, I believe they reinforce each other.Climate PledgeIn an earlier draft of this letter, I began this section with arguments and examples designed to prove that human-induced climate change is real. But, frankly, I think we can stop saying that now. You don't have to say that photosynthesis is real, or that gravity is real, or that water at sea level boils at 100 °C. These things are completely true, and so is climate change.Not long ago, most people thought that tackling climate change was good, but they also thought it would be costly and threaten jobs, competitiveness and economic growth. We know better now. Smart action against climate change will not only prevent bad things from happening, but also improve our economic efficiency, help drive technological change and reduce risks. All in all, these can lead to more and better jobs, healthier and happier children, more efficient workers, and a more prosperous future.But this does not mean that it is an easy task. The next decade will be a decisive decade. The economy in 2030 will need to be much different than it is today, and Amazon plans to be at the heart of this change. We co-launched the Climate Pledge in September 2019 with the Global Optimism organization because we want to help drive this positive revolution. We need to be part of a growing corporate team that understands the urgencies and opportunities of the 21st century.Now, less than two years later, 53 companies representing almost all sectors of the economy have signed the Climate Pledge.<a href=\"https://laohu8.com/S/BBY\">Best Buy</a>、<a href=\"https://laohu8.com/S/IBM\">IBM</a>、<a href=\"https://laohu8.com/S/INFY\">Infosys</a>, Mercedes-Benz,<a href=\"https://laohu8.com/S/MSFT\">Microsoft</a>, Siemens and Verizon, among others, have pledged to achieve net-zero carbon emissions from their global operations by 2040, 10 years ahead of the Paris Agreement. The subsequent pledge also requires them to measure and report greenhouse gas emissions regularly, implement decarbonisation strategies through genuine business change and innovation, and neutralize any remaining emissions through additional, quantifiable, real, permanent and socially beneficial offsets. Credible, high-quality compensations are valuable, and we should keep them to compensate for economic activities for which low-carbon alternatives do not exist.Climate Pledge signatories are making meaningful, tangible and ambitious commitments. Uber aims to be a zero-carbon platform in Canada, Europe and the United States by 2030, and Henkel plans to use 100% renewable energy to produce electricity. Amazon is moving towards our own goal of 100% renewable energy by 2025, five years ahead of our original 2030 goal. Amazon is the world's largest corporate buyer of renewable energy and we have 62 grid-scale wind and<a href=\"https://laohu8.com/S/000591\">Solar energy</a>Projects, as well as 125 distribution and sorting centers with solar rooftops. These projects have a generating capacity of more than 6.9 gigawatts and provide more than 20 million megawatt-hours of energy annually.Transportation is an important part of Amazon's commercial operations and the toughest part of our plan to achieve net-zero carbon emissions by 2040. To help rapidly accelerate the market for electric vehicle technology and help all companies transition to more environmentally friendly technologies, we invested more than $1 billion in Rivian and ordered 100,000 electric delivery vans from the company. We also have partnerships with Mahindra in India and Mercedes-Benz in Europe.These custom electric delivery vehicles from Rivian are already operational and first hit the roads in Los Angeles in February of this year. 10,000 new cars will be on the road as early as next year, and all 100,000 cars will be on the road by 2030, which can reduce millions of tons of carbon emissions. One big reason we want other businesses to join the climate pledge is to signal to the market that businesses should start inventing and developing new technologies that signatories need to fulfill their commitments. Our purchase of 100,000 Rivian electric delivery vans is a good example.To further accelerate investment in the new technologies needed to build a zero-carbon economy, we launched the Climate Pledge Fund last June. The investment plan starts with $2 billion in visionary companies aimed at facilitating the transition to a low-carbon economy. Amazon has announced investments in CarbonCure Technologies, Pachama, Redwood Materials, Rivian, Turntide Technologies, ZeroAvia, and Infinium, and they are just a few of the innovative companies we want to build the zero-carbon economy of the future.I'm also personally contributing $10 billion in grants to help drive the systemic change we need over the next decade. We will support top scientists, activists, NGOs, environmental justice organizations, and others working to fight climate change and protect the natural world. Late last year, I awarded my first round of grants to 16 organizations working on innovation and mobility solutions. It will be a collective action by large companies, small companies, global organizations and individuals, and I am excited to be a part of this journey and optimistic that humanity can come together to solve this challenge.Stay Differentiated to SurviveThis is the last annual shareholder letter I have signed as CEO of Amazon, and I feel there is one last extremely important thing that I must pass on to everyone. I hope all Amazons take this to heart.There is a passage in Richard Dawkins' book The Blind Watch Maker, which is at stake to a fundamental fact of biology:\"Avoiding death is something you have to strive to do. The body tends to return to a state of equilibrium with the environment if it is allowed to take its course (like death). If you measure certain variables, such as temperature, acidity, moisture or electric charge in a living organism, it is often found that they are quite different from the corresponding measurements in the surrounding environment. For example, our body temperature is usually warmer than the surrounding environment, and in colder climates, the body has to work hard to maintain this difference. But when we die, this function stops, the temperature difference starts to disappear, and eventually our body temperature is the same as that of our surrounding environment. Of course, not all animals try to avoid reaching equilibrium with the surrounding temperature, but all animals make similar efforts to avoid integration with their surroundings. For example, in arid countries, plants and animals struggle to maintain the liquid content in their cells, which runs counter to the natural tendency of water to flow from cells to the dry outside world. If they fail, they will die. More broadly, if organisms do not actively prevent water loss, they will eventually integrate into their surroundings and cease to exist as creatures with self-awareness. That's what happens when they die. \"While this passage isn't a metaphor, it's still a fantastic article that is closely related to Amazon. I even think that it is relevant to all companies, all institutions, and the lives of each of us. In what ways does the world appeal to you, trying to keep you so-called \"normal\"? How much effort does it take to maintain your uniqueness? Is it to stay alive or to make it more important to stay different?I know a happy couple who often encounter scenes when they get along with each other: the husband often looks at his wife in feigned pain and says to her, \"Can't you just be normal?\" Then they both smile or laugh. Of course, the deep truth is that he likes her uniqueness. But, at the same time, it's also true that things tend to get easier and consume less energy if we're a little more normal.We all know that uniqueness (originality) is valuable and we are all taught to \"be yourself\". What I really ask you to do is embrace and be realistic about how much effort it takes to maintain that uniqueness. The world wants you to be an ordinary person, and it will do everything possible to attract you, but don't let that happen. You have to pay for being different, but it's worth it. The fairy tale version of \"being yourself\" is that once you let your uniqueness shine, all the pain will disappear. This statement is misleading. Being yourself is worth it, but don't expect it to be easy or free, you have to constantly put in the effort.The world is always trying to make Amazon obscure and keep us in balance with our environment. It will require sustained effort, but we can and must do better.I attach, as always, our 1997 shareholder letter. It concluded by saying, \"Amazon.com thanks customers for their support and trust, each other for their hard work, and shareholders for their support and encouragement.\" Nothing has changed. I would like to thank Jassy in particular for agreeing to the CEO role, which is a tough job with a lot of responsibility. Jassy is brilliant and believes in the highest standards. I promise you that Jassy won't let the world turn us into ordinary people, he will gather the energy we need to keep our hearts alive and make us different. It's not easy, but it's crucial. I think he will please everyone. Thank you, Jassy!To all of you: Be kind, be original, create more than consume, and never let the universe draw you into your surroundings. It's still the first day of starting a business. (Tencent Technology Reviewer/Golden Deer)\n<div class=\"bt-text\">\n\n\n source：<a href=\"http://gu.qq.com/resources/shy/news/detail-v2/index.html#/?id=nesSN20210416065853787be98d&s=b\">腾讯科技</a>\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"http://inews.gtimg.com/newsapp_match/0/13415912595/0","relate_stocks":{"09086":"华夏纳指-U","03086":"华夏纳指","QNETCN":"纳斯达克中美互联网老虎指数","AMZN":"亚马逊"},"source_url":"http://gu.qq.com/resources/shy/news/detail-v2/index.html#/?id=nesSN20210416065853787be98d&s=b","is_english":false,"share_image_url":"https://static.laohu8.com/9a95c1376e76363c1401fee7d3717173","article_id":"2127088429","content_text":"腾讯科技讯 4月16日消息，美国当地时间周四，亚马逊创始人杰夫·贝索斯（Jeff Bezos）签署了其卸任首席执行官前的最后一封年度股东信。他在信中对公司未来提出了广阔的愿景，并致力于将亚马逊著名的“客户至上”准则延伸到给与员工同等关爱方面。贝索斯以最近亚马逊阿拉巴马州一家仓库进行的工会投票结果为例，说明了为何该公司需要应对内部员工的挑战。上周，亚马逊在其位于阿拉巴马州贝塞默的仓库获得了足够的选票，挫败了一项历史性的工会组织运动。如果成功，这将代表亚马逊在美国的设施中成立的第一个工会。贝索斯将于今年第三季度辞去首席执行官一职，将权力移交给亚马逊云计算部门AWS首席执行官安迪·雅西(Andy Jassy)，其本人将担任执行董事长。他在信中表示：“虽然我们与员工的直接关系依然密切，但我很清楚，我们需要更好的愿景来为员工创造价值，一个为员工成功创造价值的愿景。”众所周知，亚马逊拥有一套核心的领导原则，其中最重要的一条就是公司“客户至上”。贝索斯说，他希望亚马逊将来为员工做同样的事情。他写道：“尽管我们已经取得了很多成就，但我很清楚，我们需要一个更好的愿景，才能让我们的员工取得成功。我们一直希望成为世界上最以客户为中心的公司。我们不会改变这一点，这就是我们取得如此成功的原因。但我承诺我们要增加一项，我们将成为世界上最好的雇主和最安全的工作场所。”贝索斯还驳斥了有关亚马逊在其仓库中创造了一种野蛮残酷的职场文化的说法。他写道：“我们的员工有时会被称为绝望的灵魂，或被当作机器人对待，但这是不准确的。”在担任执行董事长的新角色后，贝索斯计划专注于如何让亚马逊的仓库变得更安全。他说，大约40%的工伤是扭伤或拉伤，主要是由于重复相同的动作所致，这在新员工中很常见。为了帮助减少这些类型的伤害，亚马逊正在开发自动化的人员配备时间表，让员工轮流从事使用其他肌腱组的不同工作。该公司预计将于今年晚些时候开始部署这项技术。贝索斯还采取了许多措施来缓解股东的担忧，即重新设想的公司业务重心可能会对亚马逊的未来意味着什么。他重申，亚马逊“仍然处于创业第一天”，并强调了亚马逊的持续增长，包括该公司目前拥有2亿Prime订户，高于去年年初的1.5亿。贝索斯说：“如果任何股东担心，成为‘世界上最好雇主和最安全工作场所’的目标可能会分散我们作为‘世界上最以客户为中心的公司’的关注，那我希望你们能够放下担忧。这样想吧：如果我们能同时运营两种不同的业务，就像消费者电子商务和AWS一样，并且都在最高水平上做得非常好，那么我们当然也能在这两种愿景声明上做同样的事情。事实上，我相信它们会相互促进。”以下为贝索斯年度股东新全文：在1997年写给亚马逊股东的信中，也就是我们的第一封股东信，我谈到了我们希望创造一种“经久不衰的特许经营权”，一种通过释放互联网的力量来重新定义“服务客户”的意义。我注意到亚马逊已经从158名员工增长到614人，我们的客户账户已经超过150万。我们刚刚以每股1.50美元的拆分调整后股价上市。当时，我提到了亚马逊“仍然处于创业第一天”状态。从那时起，我们已经走过了很长一段路，我们比以往任何时候都更加努力地服务和取悦客户。去年，我们雇佣了50万名员工，现在直接在世界各地雇佣了130万人。我们在全球拥有2亿多名Prime会员。在我们Marketplace平台上销售商品的中小企业超过190万家，占我们零售额的近60%。这些客户已将1亿多台智能家居设备连接到智能助手Alexa上。AWS为数百万客户提供服务，2020年底的年化运行率为500亿美元。1997年，我们还没有推出Prime、Marketplace、Alexa或AWS，那时候甚至都没有这样的想法。我们的每次大动作都冒了很大的风险，并在此过程中付出了汗水和发挥了创造力。一路走来，我们为股东创造了1.6万亿美元的财富。他们是谁？我就是其中之一，我在亚马逊的股权让我变得富有。但超过八分之七的股份，相当于1.4万亿美元的财富创造为他人所有。他们是谁？他们包括养老基金、大学，他们是玛丽和拉里，就在我坐下来写这封股东信的时候，他们突如其来地给我发来各种想法。我总是听到类似的故事。我认识其中的一些人，他们把从亚马逊赚来的钱用在大学、紧急情况、住房、度假、创业和慈善事业上。我为我们为股东创造的财富感到自豪。这很重要，因为帮助改善了他们的生活。但我还知道另一件事：这还不是我们创造的价值中最大的一部分。创造比消费更有价值如果你想在商业上取得成功(实际上是在生活中)，你必须创造比消费更多的东西。你的目标应该是为你交往的每一个人创造价值。任何不能为其接触到的人创造价值的企业，即使表面上看起来很成功，也不会在这个世界上存在很长时间，很快就会被淘汰。记住，股票价格不是关于过去的，它们是对未来现金流的预测，并折现回到现在。股市代表着期望。不过，我现在要换个话题，谈谈过去的事。我们在2020年为股东创造了多少价值？这是个相对容易回答的问题，因为会计系统就是为回答这个问题而设立的。我们在2020年的净利润为213亿美元。如果亚马逊不是一家拥有数千名股东的上市公司，而是一家只有一个所有者的独资企业，那么这就是其在2020年获得的全部收入。员工收入呢？这也是一个相当容易回答的价值创造问题，因为我们可以看看薪酬支出情况。公司的支出就代表员工的收入。2020年，员工的收入为800亿美元，外加110亿美元开支(包括福利和各种工资税)，总计910亿美元。第三方卖家呢？我们有个内部团队(销售合作伙伴服务团队)来回答这个问题。他们估计，2020年，第三方卖家在亚马逊上销售商品获得的利润在250亿至390亿美元之间，为了保守起见，我在这里假设为250亿美元。至于客户，我们必须将其细分为消费者客户和AWS客户。首先是消费者，我们为其提供低廉的价格、丰富的选择和快速的交货服务，但是假设我们忽略了所有这些，并且只看重一件事，那就是我们为客户节省了时间。顾客在亚马逊上在三分钟或更短的时间内完成了28%的购买，半数购买不到15分钟就搞定。与典型的实体店购物之旅相比，需要开车、停车、搜索商店过道、排队结账、找到你的车，然后再开车回家，研究表明这平均需要一个小时。如果你假设典型的亚马逊购物只需要15分钟，一周可以节省你几次去实体店的路程，那么每年就节省了75个小时以上。这很重要，毕竟在21世纪初，我们都很忙碌。这样，我们就可以得到一个美元数字，让我们把节省的时间假设为每小时10美元（这是保守的）。75小时乘以每小时10美元，减去Prime的成本，我们就可以为每个Prime会员创造约630美元的价值。我们有2亿Prime会员，这意味着2020年创造的价值总计为1260亿美元。对AWS客户创造的价值进行评估很有挑战性，因为每个客户的工作量截然不同，但我们无论如何都会这样做，因为我们事先承认误差很高。云端运营与现场运营带来的直接成本改善各不相同，但合理的估计是30%。在AWS 2020年全年450亿美元的收入中，这30%意味着创造了190亿美元客户价值。这项评估工作的困难之处在于，直接降低成本是迁移到云端为客户带来的好处中最小的一部分。更大的好处是提高了软件开发的速度，这可以显著提高客户的竞争力和收入。我们没有合理的方法来估计客户价值的这一部分，只能说它几乎肯定大于直接节省的成本。保守地说，我认为AWS在2020年为客户创造的这部分价值高达380亿美元。将为AWS和消费者客户创造的价值加在一起，我们在2020年创造的客户总价值达到1640亿美元。总的来说，我们在2020年为股东创造了210亿美元价值、为员工创造了910亿美元、为第三方卖家创造250亿美元、为客户创造1640亿美元，总计3010亿美元。如果每个群体都有一份损益表，代表他们与亚马逊的互动，那么上面的数字就是这些损益表的“底线”。这些数字是人们为我们工作、卖家通过我们销售以及客户从我们这里购买的部分原因，即我们为他们创造了价值。这种价值创造不是“零和游戏”。这不仅仅是把钱从一个口袋转到另一个口袋。在整个社会的大框架内，你会发现发明是所有真正价值创造的根源，而创造的价值最好被认为是创新的衡量标准。当然，我们与这些选民的关系和我们创造的价值不仅仅是金钱。金钱并不能说明问题的全部。例如，我们与股东的关系相对简单，他们在自己选择的期限内投资和持有股票。我们很少就年度会议和正确的投票程序等事项向股东提供指导。即便如此，他们也可以无视这些指示，直接跳过投票。我们与员工的关系是截然不同的例子。我们有他们遵循的流程和评估他们表现的标准。我们需要培训和各种认证。员工必须在约定的时间上班。我们与员工的互动很多，而且是细粒度的。这不仅仅是工资和福利的问题，它还涉及到双方关系的所有其他细节方面。我对贝塞默最近工会投票的结果感到安慰吗？不，我没有。我认为我们需要为我们的员工做得更多。虽然我们与员工的直接关系依然密切，但我很清楚，我们需要更好的愿景来为员工创造价值，一个为员工成功创造价值的愿景。如果你看了一些新闻报道，你可能会认为我们不关心员工。在这些报道中，我们的员工有时被称为绝望的灵魂，被当作机器人对待。但这是不准确的。他们是成熟而有思想的人，可以选择在哪里工作。当我们调查配送中心的员工时，94%的人说他们会向朋友推荐前往亚马逊上班。员工可以在轮班期间利用非正式休息时间伸展身体、取水、使用洗手间或与经理交谈，所有这些都不会影响他们的表现。这些非正式的工作时间是对他们正常作息时间中30分钟午餐和30分钟休息时间的补充。我们没有设定不合理的绩效目标，而是设定了可实现的绩效目标，将任期和实际员工绩效数据考虑在内。员工的表现是在很长一段时间内综合评估的结果，因为我们知道，在任何给定的一周、一天或一小时内，各种因素都会影响他们的表现。如果员工在一段时间内未能达到绩效目标，他们的经理会与他们交谈并提供指导。培训也扩展到那些表现出色并能承担更多责任的员工身上。事实上，82%的培训是积极的，提供给达到或超过预期的员工。我们解雇了不到2.6%的员工，因为他们无法履行自己的职责。2020年，由于新冠肺炎疫情对运营的影响，这个数字甚至更低。世界上最好的雇主和最安全的工作场所事实是，领导亚马逊运营的数千人庞大团队始终非常关心我们的临时工，我们为自己创造的工作环境感到自豪。我们还感到自豪的是，亚马逊是一家不仅仅为计算机科学家和拥有高级学位的人创造就业机会的公司，我们也为那些从未获得这种优势的人创造就业机会。尽管我们已经取得了很多成就，但我很清楚，我们需要一个更好的愿景，才能让我们的员工取得成功。我们一直希望成为世界上最以客户为中心的公司。我们不会改变这一点，这就是我们取得如此成功的原因。但我承诺我们要增加一项，我们将成为世界上最好的雇主和最安全的工作场所。在我即将担任执行董事长的职位上，我将把重点放在新的倡议上。我是个发明家，这是我最喜欢的，也是我最擅长的。这是我创造最大价值的地方。我很高兴能与我们运营部门充满激情的庞大团队一起工作，在这个世界上最好雇主和最安全工作场所的竞技场上帮助发明。在细节上，我们亚马逊总是灵活的，但在愿景问题上，我们是固执和无情的。当我们下定决心做某事时，我们从来没有失败过，在这一点上我们也不会失败。我们深入探讨安全问题。例如，亚马逊约40%的工伤与肌肉骨骼疾病(MSD)有关，即反复运动可能导致的扭伤或拉伤等疾病。MSD在我们从事的这类工作中很常见，而且更有可能发生在员工入职的前六个月。我们需要为新员工发明减少MSD的解决方案，他们中的许多人可能是第一次参加实际工作。WorkingWell就是一个这样的项目，我们于2020年在北美和欧洲的350个工作地点向85.9万名员工推出了这个项目，我们在那里培训一小群员工有关身体力学、积极主动保持健康和安全方面的知识。除了减少工伤，这些概念对日常工作以外的活动也有积极影响。我们正在开发新的自动化人员配备时间表，它使用复杂的算法在使用不同肌腱组的工作之间轮换员工，以减少重复运动，帮助保护员工免受MSD风险。这项新技术是我们将在2021年推出的工作轮换计划的核心。我们对MSD早期预防的更多关注已经取得了成效。从2019年到2020年，总体MSD减少了32%，导致必须离开工作岗位的MSD减少了一半以上。我们在亚马逊雇佣了6200名安全专业人员。他们使用安全科学来解决复杂的问题，并建立新的行业最佳实践标准。2021年，我们将在安全项目上投资超过3亿美元，其中包括最初的6600万美元，用于创造有助于防止叉车和其他类型工业车辆相撞的技术。当我们带头这样做的时候，其他人就会跟随。两年半前，当我们为小时工设定15美元的最低工资时，我们这样做是因为我们想在工资方面领先而不是随大流，因为我们认为这样做是正确的。加州大学伯克利分校和布兰迪斯大学的经济学家最近发表的一篇论文，分析了我们决定将最低起薪提高到每小时15美元的影响。他们的评估反映了我们从员工、他们的家人和他们所居住的社区那里听到的情况。我们提高了起薪不仅使我们自己的员工受益，也使同一社区的其他工人受益，从而提振了全国各地的地方经济。研究表明，在同一劳动力市场中，我们的加薪导致其他雇主的平均时薪增加了4.7%。我们的领导工作还没有结束。如果我们想成为世界上最好的雇主，我们不应该满足于94%的员工说他们会向朋友推荐亚马逊的工作，而是必须以100%为目标。我们将通过继续在工资、福利、提升技能机会和其他方面领先，随着时间的推移，我们将做到这一点。如果任何股东担心，成为‘世界上最好雇主和最安全工作场所’的目标可能会分散我们作为‘世界上最以客户为中心的公司’的关注，那我希望你们能够放下担忧。这样想吧：如果我们能同时运营两种不同的业务，就像消费者电子商务和AWS一样，并且都在最高水平上做得非常好，那么我们当然也能在这两种愿景声明上做同样的事情。事实上，我相信它们会相互促进。气候誓言在这封信的早期草稿中，我以论证和例子开始了这一部分，这些论点和例子旨在证明人类导致的气候变化是真实存在的。但是，坦率地说，我认为我们现在可以停止这样说了。你不必说光合作用是真实存在的，或者说重力是真实存在的，或者海平面上的水是在100摄氏度沸腾的。这些事情完全是真的，气候变化也是如此。不久前，大多数人认为应对气候变化是好事，但他们也认为这会付出高昂的代价，并会威胁到就业、竞争力和经济增长。我们现在知道得更清楚了。应对气候变化的明智行动不仅将阻止坏事发生，还将提高我们的经济效率，有助于推动技术变革，降低风险。总而言之，这些可以带来更多更好的工作，更健康快乐的孩子，效率更高的工人，以及更繁荣的未来。但这并不意味着其是一件容易的事，未来十年将是决定性的十年。2030年的经济将需要与今天有很大的不同，亚马逊计划成为这一变化的核心。我们在2019年9月与Global Optimism组织共同发起了“气候誓言”，因为我们希望帮助推动这场积极的革命。我们需要成为一个不断壮大的企业团队中的一员，他们了解21世纪的紧迫性和机遇。现在，不到两年后，代表几乎所有经济部门的53家公司签署了气候誓言。百思买、IBM、印孚瑟斯、梅赛德斯-奔驰、微软、西门子和Verizon等公司承诺，到2040年，其全球业务将实现净零碳排放，比《巴黎协议》提前10年实现目标。其后誓言还要求它们定期测量和报告温室气体排放，通过真正的商业变革和创新实施脱碳战略，并通过额外的、可量化的、真实的、永久的和对社会有益的补偿来中和任何剩余的排放。可信的、高质量的补偿是宝贵的，我们应该保留它们，以补偿那些不存在低碳替代品的经济活动。气候誓言签字方正在做出有意义的、切实的和雄心勃勃的承诺。Uber的目标是到2030年在加拿大、欧洲和美国成为零碳排放平台，Henkel计划100%使用可再生能源生产电力。亚马逊正在朝着我们自己的目标前进，即到2025年100%使用可再生能源，比我们最初设定的2030年目标提前了五年。亚马逊是全球最大的可再生能源企业买家，我们在全球有62个电网规模的风能和太阳能项目，以及125个铺设太阳能屋顶的配送和分类中心。这些项目的发电能力超过6.9千兆瓦，每年提供超过2000万兆瓦时的能源。运输是亚马逊商业运营的重要组成部分，也是我们到2040年实现净零碳排放计划中最艰难的部分。为了帮助快速加速电动汽车技术的市场，并帮助所有公司过渡到更环保的技术，我们向Rivian投资了超过10亿美元，并向该公司订购了10万辆电动送货车。我们还与印度Mahindra和欧洲的梅赛德斯-奔驰建立了合作伙伴关系。这些来自Rivian的定制电动送货车辆已经投入运营，并于今年2月首次在洛杉矶上路。1万辆新车最早将于明年上路，到2030年，所有10万辆车将全部上路，可减少数百万吨碳排放。我们希望其他企业加入气候誓言的一个重要原因是向市场发出信号，企业应该开始发明和开发签字方需要履行承诺的新技术。我们购买10万辆Rivian电动送货车就是一个很好的例子。为了进一步加快对建设零碳经济所需新技术的投资，我们于去年6月推出了气候誓言基金(Climate Pledge Fund)。该投资计划从20亿美元开始，投资于有远见的公司，旨在促进向低碳经济的过渡。亚马逊已经宣布投资于CarbonCure Technologies、Pachama、Redwood Materials、Rivian、Turntide Technologies、ZeroAvia和Infinium，而且它们只是我们希望建立未来零碳经济的创新公司中的一部分。我还个人出资100亿美元提供赠款，帮助推动我们在未来十年所需的系统性变革。我们将支持顶尖的科学家、活动家、非政府组织、环境正义组织和其他致力于抗击气候变化和保护自然世界的人。去年年底，我向16个致力于创新和移动解决方案的组织提供了我的第一轮赠款。这将是大公司、小公司、全球组织和个人的集体行动，我很高兴能成为这一旅程的一部分，并乐观地认为人类可以团结起来解决这一挑战。保持差异化才能生存这是我作为亚马逊首席执行官签署的最后一封年度股东信，我觉得有最后一件极其重要的事情必须传授给大家。我希望所有亚马逊人都把这件事放在心上。理查德·道金斯(Richard Dawkins)出版的《盲眼钟表匠》(The Blind Watch Maker)一书中曾有过这样一段话，它攸关于生物学的一个基本事实：“避免死亡是你必须努力去做的事情。如果顺其自然（比如死亡），身体往往会恢复到与环境的平衡状态。如果你测量某些变量，如生物体内的温度、酸度、水分或电荷，通常会发现它们与周围环境中相应的测量结果有很大不同。例如，我们的体温通常比周围环境温度更高，在寒冷的气候下，身体必须努力工作才能保持这种差异。但当我们死后，这种机能就会停止，温差也开始消失，最终我们体温与周围环境相同。当然，并不是所有的动物都在努力避免与周围的温度达到平衡，但所有的动物都做了类似避免与周围环境融合的努力。例如，在干旱的国家，动植物努力保持细胞中的液体含量，这与水从细胞流向干燥外部世界的自然趋势背道而驰。如果他们失败了，他们就会死。更广泛地说，如果生物不积极地阻止水分流失，它们最终会融入周围环境，不再作为拥有自我意识的生物存在。这就是他们死后会发生的事情。”虽然这段话不是一个比喻，但它仍然是一篇奇妙的文章，与亚马逊息息相关。我甚至认为，它与所有公司、所有机构以及我们每个人的生活都相关。这个世界用什么方式吸引你，试图让你保持所谓的“正常”？要保持你的独特性需要做多少努力？是为了活下去还是为了让保持众不同更重要？我认识一对幸福的夫妇，他们在相处过程中经常会遇到这样的场景：丈夫经常会假装痛苦地看着妻子，对她说：“你就不能正常一点儿吗？”然后他们都微笑或大笑起来。当然，深刻的事实是，他喜欢她的独特之处。但是，与此同时，如果我们稍微正常一点，事情往往会变得更容易，消耗更少的能量，这也是事实。我们都知道独特性（原创性）是有价值的，我们都被教导要“做你自己”。我真正要求你们做的是拥抱并现实地认识到保持这种独特性需要付出多大的努力。这个世界希望你成为普通人，它会千方百计地吸引你，但别让这种情况发生。你必须为自己的与众不同付出代价，但这是值得的。童话版的“做你自己”是，一旦你让自己的独特性闪耀光芒，所有的痛苦就会消失。这种说法具有误导性。做你自己是值得的，但不要指望这是容易或免费的，你必须不断地投入努力。这个世界总是试图让亚马逊变得泯然众人，让我们与我们的环境保持平衡。这将需要持续的努力，但我们可以而且必须做得更好。我一如既往地附上我们1997年的股东信。它在最后写道：“亚马逊网感谢客户的支持和信任，感谢彼此的辛勤工作，感谢股东们的支持和鼓励。”这一点都没变。我要特别感谢贾西同意担任首席执行官一职，这是一项责任重大的艰难工作。贾西才华横溢，信奉最高的标准。我向你们保证，贾西不会让世界把我们变成普通人，他会聚集我们所需的能量，让我们的内心保持活力，让我们与众不同。这并不容易，但却至关重要。我认为他将会让所有人满意。谢谢你，贾西！致你们所有人：要保持善良，要有独创性，创造的东西要比消费的多，永远不要让宇宙吸引你融入周围的环境。现在仍然是创业第一天。（腾讯科技审校/金鹿）","news_type":1,"symbols_score_info":{"AMZN":0.9,"09086":0.9,"QNETCN":0.9,"03086":0.9}},"isVote":1,"likeStatus":false,"favoriteStatus":false,"reportStatus":false,"tweetType":1,"langContent":"EN"},{"id":347707000,"gmtCreate":1618529342400,"gmtModify":1704712174642,"author":{"id":"3578658150624238","authorId":"3578658150624238","name":"kenny99","avatar":"https://static.tigerbbs.com/6335d29acdf61e3f42c597790dfb7d8c","vip":1,"crmLevel":11,"crmLevelSwitch":0,"idStr":"3578658150624238","authorIdStr":"3578658150624238"},"htmlText":"棒","listText":"棒","text":"棒","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":1,"repostSize":0,"link":"https://ttm.financial/post/347707000","repostId":2127088429,"repostType":4,"repost":{"id":"2127088429","kind":"news","pubTimestamp":1618527482,"share":"https://ttm.financial/m/news/2127088429?lang=en_US&edition=fundamental","pubTime":"2021-04-16 06:58","market":"us","language":"zh","title":"Bezos Signs Last Shareholder Letter: Amazon Must Treat Workers Better","url":"https://stock-news.laohu8.com/highlight/detail?id=2127088429","media":"腾讯科技","summary":"腾讯科技讯 4月16日消息，美国当地时间周四，亚马逊创始人杰夫·贝索斯 签署了其卸任首席执行官前的最后一封年度股东信。贝索斯以最近亚马逊阿拉巴马州一家仓库进行的工会投票结果为例，说明了为何该公司需要应对内部员工的挑战。贝索斯说，他希望亚马逊将来为员工做同样的事情。贝索斯还采取了许多措施来缓解股东的担忧，即重新设想的公司业务重心可能会对亚马逊的未来意味着什么。","content":"<a href=\"https://laohu8.com/S/00700\">Tencent</a>Technology News April 16th news, local time in the United States on Thursday,<a href=\"https://laohu8.com/S/AMZN\">Amazon</a>Founder Jeff Bezos signed his last annual shareholder letter before stepping down as CEO. In his letter, he put forward a broad vision for the company's future, and is committed to extending Amazon's famous \"customer first\" principle to giving equal care to employees.Bezos cited the results of a recent union vote at an Amazon warehouse in Alabama as an example of why the company needs to deal with internal employee challenges. Last week, Amazon garnered enough votes at its warehouse in Bessemer, Alabama, to thwart a historic unionization campaign. If successful, it would represent the first union formed at Amazon's facilities in the United States.Bezos will step down as CEO in the third quarter of this year, handing over power to Andy Jassy, CEO of Amazon's cloud computing unit AWS, who will himself serve as executive chairman. \"While our direct relationship with our employees remains strong, it is clear to me that we need a better vision to create value for our employees, a vision that creates value for our employees to succeed,\" he said in the letter.As we all know, Amazon has a set of core leadership principles, the most important of which is the company's \"customer first\". Bezos said he hopes Amazon will do the same for employees in the future. He wrote: \"Although we have achieved a lot, it is clear to me that we need a better vision to make our employees successful. We have always wanted to be the most customer-centric company in the world. We won't change that, which is why we have achieved such success. But I promise that we will add one, and we will be the best employer and safest workplace in the world.\"Bezos also dismissed claims that Amazon has created a savage and brutal workplace culture in its warehouses. He wrote: \"Our employees are sometimes called desperate souls or treated as<a href=\"https://laohu8.com/S/300024\">Robot</a>Treat, but that's inaccurate. \"After taking on his new role as executive chairman, Bezos plans to focus on how to make Amazon's warehouses safer. About 40% of work-related injuries are sprains or strains, mostly due to repeating the same movements, which are common among new employees, he said. To help reduce these types of injuries, Amazon is developing automated staffing schedules that allow employees to rotate in different jobs using other tendon groups. The company expects to begin deploying the technology later this year.Bezos has also taken a number of steps to allay shareholder concerns about what the reimagined focus of the company's business might mean for Amazon's future. He reiterated that Amazon is \"still on its first day of entrepreneurship,\" and highlighted Amazon's continued growth, including the fact that the company now has 200 million Prime subscribers, up from 150 million at the start of last year.Bezos said: \"If any shareholder is worried that the goal of becoming 'the best employer and safest workplace in the world' may distract us from our attention as' the most customer-centric company in the world ', then I hope you can let go of your worries. Think of it this way: if we can run two different businesses at the same time, just like consumer e-commerce and AWS, and both do very well at the highest level, then certainly we can do the same thing with these two vision statements. In fact, I believe they reinforce each other. \"The following is the new full text of Bezos's annual shareholder:In a 1997 letter to Amazon shareholders, our first shareholder letter, I talked about our desire to create an \"enduring franchise,\" one that would redefine what it means to \"serve customers\" by unleashing the power of the Internet. I've noticed that Amazon has grown from 158 employees to 614, and we've surpassed 1.5 million customer accounts. We just went public at a split-adjusted share price of $1.50 per share. At the time, I mentioned that Amazon is \"still on its first day of business\" status.We've come a long way since then, and we're working harder than ever to serve and delight our customers. Last year, we employed half a million people and now employ 1.3 million people directly around the world. We have over 200 million Prime members worldwide. More than 1.9 million SMEs sell goods on our Marketplace platform, accounting for nearly 60% of our retail sales.These customers have transferred more than 100 million units<a href=\"https://laohu8.com/S/5RE.SI\">smart</a>Home devices are connected to the smart assistant Alexa. AWS serves millions of customers with an annualized run rate of $50 billion at the end of 2020. In 1997, we hadn't launched Prime, Marketplace, Alexa or AWS, and there wasn't even such an idea back then. We take a lot of risks with every big move and put in sweat and creativity along the way.Along the way, we have generated $1.6 trillion in wealth for our shareholders. Who are they? I am one of them, and my equity in Amazon has made me rich. But more than seven-eighths of the shares, equivalent to $1.4 trillion in wealth creation, are owned by others. Who are they? They include pension funds, universities, they are Mary and Larry, and just as I sit down to write this shareholder letter, they suddenly send me all kinds of ideas.I hear similar stories all the time. I know some of these people who use the money they earn from Amazon for college, emergencies, housing, vacations, entrepreneurship, and philanthropy. I am proud of the wealth we have created for our shareholders. It's important because it helps improve their lives. But there's another thing I know: it's not the biggest part of the value we create.Creating is more valuable than consumingIf you want to succeed in business (and actually in life), you have to create more than you consume. Your goal should be to create value for everyone you interact with. Any business that doesn't create value for the people it reaches, even if it appears to be successful on the surface, doesn't exist in this world for very long and will soon be eliminated.Remember, stock prices are not about the past, they are predictions of future cash flows discounted back to the present. The stock market represents expectations. However, I'm going to change the subject now and talk about the past. How much value did we create for our shareholders in 2020? This is a relatively easy question to answer, because the accounting system is set up to answer this question. Our net income in 2020 was $21.3 billion. If Amazon wasn't a publicly traded company with thousands of shareholders, but a sole proprietorship with only one owner, that's all it made in 2020.What about employee income? It's also a fairly easy question of value creation to answer, because we can look at the compensation spending situation. The company's expenditure represents the employee's income. In 2020, employees earned $80 billion, plus $11 billion in expenses (including benefits and various payroll taxes), totaling $91 billion.What about third-party sellers? We have an internal team (sales partner service team) to answer this question. They estimate that in 2020, third-party sellers made between $25 billion and $39 billion in profits from selling goods on Amazon, which I'm assuming here to be conservative.As for customers, we have to segment it into consumer customers and AWS customers. The first is the consumer, for whom we offer low prices, plenty of choice and fast delivery services, but let's say we ignore all of these and only value one thing, and that is, we save our customers time.Customers complete 28% of their purchases on Amazon in three minutes or less, and half of them take less than 15 minutes. Compared to a typical brick-and-mortar shopping trip, which involves driving, parking, searching store aisles, queuing up to check out, finding your car, and then driving home, research shows it takes an average hour. If you assume that a typical Amazon purchase only takes 15 minutes and can save you a few trips to a physical store a week, that's 75 + hours a year. It's important, after all, in the early 2000s, we're all busy.In this way, we can get a dollar figure, let's assume the time saved is $10 per hour (which is conservative). Seventy-five hours multiplied by $10 an hour, subtracting the cost of Prime, and we can create about $630 in value per Prime member. We have 200 million Prime members, which means a total of $126 billion in value created in 2020.It is challenging to evaluate the value created by AWS customers because each customer has a vastly different workload, but we will do it anyway because we admit beforehand that the margin of error is high. The direct cost improvements from cloud operations vary from on-site operations, but a reasonable estimate is 30%. Of AWS's $45 billion in revenue for the full year of 2020, this 30% represents $19 billion in customer value created.The difficulty of this assessment effort is that direct cost reduction is the smallest part of the benefits that migrating to the cloud will bring to customers. The greater benefit is the increased speed of software development, which can significantly increase customer competitiveness and revenue. We don't have a reasonable way to estimate this part of customer value, except to say that it is almost certainly greater than the immediate cost savings. Conservatively speaking, I think that part of the value AWS generated for customers in 2020 is as high as $38 billion.Adding the value created for AWS and consumer customers together, we generated a total of $164 billion in customer value in 2020. Collectively, we generated $21 billion in value for shareholders, $91 billion for employees, $25 billion for third-party sellers, and $164 billion for customers in 2020, totaling $301 billion.If each group had an income statement that represented their interactions with Amazon, the numbers above would be the \"bottom line\" for those income statements. These numbers are part of the reason why people work for us, sellers sell through us, and customers buy from us, that we create value for them. This value creation is not a \"zero-sum game\". It's not just about transferring money from pocket to pocket. Within the broad framework of society as a whole, you will find that invention is the root of all true value creation, and that value created is best considered as a measure of innovation.Of course, our relationship with these constituents and the value we create is more than just money. Money doesn't tell the whole story. For example, we have a relatively straightforward relationship with shareholders, who invest and hold stocks for a period of their choice. We rarely provide guidance to shareholders on matters such as annual meetings and proper voting procedures. Even then, they could just ignore these instructions and just skip the vote.Our relationships with our employees are very different examples. We have the process they follow and the criteria by which they evaluate their performance. We need training and all kinds of certifications. Employees must show up for work at the agreed time. Our interactions with our employees are numerous and fine-grained. This is not just a matter of salary and benefits, it also involves all other detailed aspects of the relationship between the two parties.Am I comforted by the outcome of Bessemer's recent union vote? No, I didn't. I think we need to do more for our people. While our direct relationship with our employees remains strong, it is clear to me that we need a better vision to create value for our employees, a vision that creates value for our employees to succeed.If you read some of the news reports, you might think we don't care about employees. In these reports, our employees are sometimes referred to as desperate souls, treated like robots. But this is inaccurate. They are mature and thoughtful people who can choose where to work. When we surveyed distribution center employees, 94% said they would recommend to a friend to go to work at Amazon.Employees can use informal breaks during their shifts to stretch, get water, use the restroom or talk to their manager, all without compromising their performance. These informal working hours are in addition to the 30-minute lunch and 30-minute breaks in their normal schedule.Rather than setting unreasonable performance targets, we set achievable performance targets that take tenure and actual employee performance data into account. Employee performance is the result of a comprehensive evaluation over a long period of time because we know that various factors can affect their performance in any given week, day or hour. If an employee fails to meet performance targets over a period of time, their manager will talk to them and provide guidance.The training is also extended to employees who perform well and can take on more responsibility. In fact, 82% of training is positive and delivered to employees who meet or exceed expectations. We laid off less than 2.6% of our employees because they were unable to perform their duties. In 2020, this figure was even lower due to the impact of the novel coronavirus pneumonia pandemic on operations.The World's Best Employer and Safest WorkplaceThe truth is that the huge team of thousands of people leading Amazon's operations has always cared deeply about our temp workers, and we are proud of the work environment we have created. We are also proud that Amazon is a company that doesn't just create jobs for computer scientists and people with advanced degrees, we also create jobs for people who have never received that advantage.As much as we have accomplished, it is clear to me that we need a better vision in order for our people to be successful. We have always wanted to be the most customer-centric company in the world. We're not going to change that, and that's why we're so successful. But I promise that we will add one, and we will be the best employer and safest place to work in the world.In my upcoming role as Executive Chairman, I will focus on new initiatives. I'm an inventor, which is what I like best and what I do best. This is where I create the most value. I am excited to work with our passionate and huge team in our operations to help invent in this arena of the best employers and safest workplaces in the world. When it comes to details, we at Amazon are always flexible, but when it comes to vision, we are stubborn and ruthless. We have never failed when we set our minds to do something, and we will not fail at this point.We dive into security issues. For example, about 40% of work-related injuries at Amazon are related to musculoskeletal disorders (MSDs)-conditions such as sprains or strains that can result from repeated movement. MSD is common in the type of work we do, and it is more likely to occur in the first six months of employee onboarding. We need to invent solutions to reduce MSD for new employees, many of whom may be attending actual jobs for the first time.One such program is WorkingWell, which we rolled out to 859,000 employees in 2020 at 350 job locations across North America and Europe, where we train a small group of employees on body mechanics, proactively maintaining health and safety. In addition to reducing work-related injuries, these concepts also have a positive impact on activities outside of daily work.We are developing new automated staffing schedules that use sophisticated algorithms to rotate employees between jobs using different tendon groups to reduce repetitive movements and help protect employees from MSD risks. This new technology is at the heart of our job rotation program, which will be rolling out in 2021. Our greater focus on early prevention of MSD has paid off. From 2019 to 2020, overall MSDs decreased by 32%, resulting in a more than half reduction in MSDs that had to leave work.We employ 6,200 security professionals at Amazon. They use safety science to solve complex problems and establish new industry best practice standards. In 2021, we will invest more than $300 million in safety programs, including an initial $66 million to create technology that will help prevent collisions between forklifts and other types of industrial vehicles.When we take the lead in doing so, others will follow. When we set a $15 minimum wage for hourly workers two and a half years ago, we did it because we wanted to get ahead in wages rather than follow the crowd, because we thought it was the right thing to do. A recent paper by economists at the University of California, Berkeley and Brandeis University analyzed the impact of our decision to increase our minimum starting wage to $15 an hour. Their assessments mirror what we hear from employees, their families, and the communities they live in.We've raised starting wages to benefit not only our own employees, but other workers in the same community as well, boosting local economies across the country. Studies have shown that our pay increases resulted in a 4.7% increase in average hourly wages for other employers in the same labour market.Our leadership is not over yet. If we want to be the best employer in the world, we shouldn't settle for 94% of our employees saying they would recommend Amazon jobs to their friends, but instead we must aim for 100%. We will do that over time by continuing to lead in wages, benefits, upskilling opportunities and other things.If any shareholders are worried that the goal of becoming 'the best employer and safest workplace in the world' may distract us from being 'the most customer-centric company in the world', then I hope you can let go of your worries. Think of it this way: if we can run two different businesses simultaneously, like consumer e-commerce and AWS, and both do very well at the highest level, then of course we can do the same thing with both vision statements. In fact, I believe they reinforce each other.Climate PledgeIn an earlier draft of this letter, I began this section with arguments and examples designed to prove that human-induced climate change is real. But, frankly, I think we can stop saying that now. You don't have to say that photosynthesis is real, or that gravity is real, or that water at sea level boils at 100 °C. These things are completely true, and so is climate change.Not long ago, most people thought that tackling climate change was good, but they also thought it would be costly and threaten jobs, competitiveness and economic growth. We know better now. Smart action against climate change will not only prevent bad things from happening, but also improve our economic efficiency, help drive technological change and reduce risks. All in all, these can lead to more and better jobs, healthier and happier children, more efficient workers, and a more prosperous future.But this does not mean that it is an easy task. The next decade will be a decisive decade. The economy in 2030 will need to be much different than it is today, and Amazon plans to be at the heart of this change. We co-launched the Climate Pledge in September 2019 with the Global Optimism organization because we want to help drive this positive revolution. We need to be part of a growing corporate team that understands the urgencies and opportunities of the 21st century.Now, less than two years later, 53 companies representing almost all sectors of the economy have signed the Climate Pledge.<a href=\"https://laohu8.com/S/BBY\">Best Buy</a>、<a href=\"https://laohu8.com/S/IBM\">IBM</a>、<a href=\"https://laohu8.com/S/INFY\">Infosys</a>, Mercedes-Benz,<a href=\"https://laohu8.com/S/MSFT\">Microsoft</a>, Siemens and Verizon, among others, have pledged to achieve net-zero carbon emissions from their global operations by 2040, 10 years ahead of the Paris Agreement. The subsequent pledge also requires them to measure and report greenhouse gas emissions regularly, implement decarbonisation strategies through genuine business change and innovation, and neutralize any remaining emissions through additional, quantifiable, real, permanent and socially beneficial offsets. Credible, high-quality compensations are valuable, and we should keep them to compensate for economic activities for which low-carbon alternatives do not exist.Climate Pledge signatories are making meaningful, tangible and ambitious commitments. Uber aims to be a zero-carbon platform in Canada, Europe and the United States by 2030, and Henkel plans to use 100% renewable energy to produce electricity. Amazon is moving towards our own goal of 100% renewable energy by 2025, five years ahead of our original 2030 goal. Amazon is the world's largest corporate buyer of renewable energy and we have 62 grid-scale wind and<a href=\"https://laohu8.com/S/000591\">Solar energy</a>Projects, as well as 125 distribution and sorting centers with solar rooftops. These projects have a generating capacity of more than 6.9 gigawatts and provide more than 20 million megawatt-hours of energy annually.Transportation is an important part of Amazon's commercial operations and the toughest part of our plan to achieve net-zero carbon emissions by 2040. To help rapidly accelerate the market for electric vehicle technology and help all companies transition to more environmentally friendly technologies, we invested more than $1 billion in Rivian and ordered 100,000 electric delivery vans from the company. We also have partnerships with Mahindra in India and Mercedes-Benz in Europe.These custom electric delivery vehicles from Rivian are already operational and first hit the roads in Los Angeles in February of this year. 10,000 new cars will be on the road as early as next year, and all 100,000 cars will be on the road by 2030, which can reduce millions of tons of carbon emissions. One big reason we want other businesses to join the climate pledge is to signal to the market that businesses should start inventing and developing new technologies that signatories need to fulfill their commitments. Our purchase of 100,000 Rivian electric delivery vans is a good example.To further accelerate investment in the new technologies needed to build a zero-carbon economy, we launched the Climate Pledge Fund last June. The investment plan starts with $2 billion in visionary companies aimed at facilitating the transition to a low-carbon economy. Amazon has announced investments in CarbonCure Technologies, Pachama, Redwood Materials, Rivian, Turntide Technologies, ZeroAvia, and Infinium, and they are just a few of the innovative companies we want to build the zero-carbon economy of the future.I'm also personally contributing $10 billion in grants to help drive the systemic change we need over the next decade. We will support top scientists, activists, NGOs, environmental justice organizations, and others working to fight climate change and protect the natural world. Late last year, I awarded my first round of grants to 16 organizations working on innovation and mobility solutions. It will be a collective action by large companies, small companies, global organizations and individuals, and I am excited to be a part of this journey and optimistic that humanity can come together to solve this challenge.Stay Differentiated to SurviveThis is the last annual shareholder letter I have signed as CEO of Amazon, and I feel there is one last extremely important thing that I must pass on to everyone. I hope all Amazons take this to heart.There is a passage in Richard Dawkins' book The Blind Watch Maker, which is at stake to a fundamental fact of biology:\"Avoiding death is something you have to strive to do. The body tends to return to a state of equilibrium with the environment if it is allowed to take its course (like death). If you measure certain variables, such as temperature, acidity, moisture or electric charge in a living organism, it is often found that they are quite different from the corresponding measurements in the surrounding environment. For example, our body temperature is usually warmer than the surrounding environment, and in colder climates, the body has to work hard to maintain this difference. But when we die, this function stops, the temperature difference starts to disappear, and eventually our body temperature is the same as that of our surrounding environment. Of course, not all animals try to avoid reaching equilibrium with the surrounding temperature, but all animals make similar efforts to avoid integration with their surroundings. For example, in arid countries, plants and animals struggle to maintain the liquid content in their cells, which runs counter to the natural tendency of water to flow from cells to the dry outside world. If they fail, they will die. More broadly, if organisms do not actively prevent water loss, they will eventually integrate into their surroundings and cease to exist as creatures with self-awareness. That's what happens when they die. \"While this passage isn't a metaphor, it's still a fantastic article that is closely related to Amazon. I even think that it is relevant to all companies, all institutions, and the lives of each of us. In what ways does the world appeal to you, trying to keep you so-called \"normal\"? How much effort does it take to maintain your uniqueness? Is it to stay alive or to make it more important to stay different?I know a happy couple who often encounter scenes when they get along with each other: the husband often looks at his wife in feigned pain and says to her, \"Can't you just be normal?\" Then they both smile or laugh. Of course, the deep truth is that he likes her uniqueness. But, at the same time, it's also true that things tend to get easier and consume less energy if we're a little more normal.We all know that uniqueness (originality) is valuable and we are all taught to \"be yourself\". What I really ask you to do is embrace and be realistic about how much effort it takes to maintain that uniqueness. The world wants you to be an ordinary person, and it will do everything possible to attract you, but don't let that happen. You have to pay for being different, but it's worth it. The fairy tale version of \"being yourself\" is that once you let your uniqueness shine, all the pain will disappear. This statement is misleading. Being yourself is worth it, but don't expect it to be easy or free, you have to constantly put in the effort.The world is always trying to make Amazon obscure and keep us in balance with our environment. It will require sustained effort, but we can and must do better.I attach, as always, our 1997 shareholder letter. It concluded by saying, \"Amazon.com thanks customers for their support and trust, each other for their hard work, and shareholders for their support and encouragement.\" Nothing has changed. I would like to thank Jassy in particular for agreeing to the CEO role, which is a tough job with a lot of responsibility. Jassy is brilliant and believes in the highest standards. I promise you that Jassy won't let the world turn us into ordinary people, he will gather the energy we need to keep our hearts alive and make us different. It's not easy, but it's crucial. I think he will please everyone. Thank you, Jassy!To all of you: Be kind, be original, create more than consume, and never let the universe draw you into your surroundings. It's still the first day of starting a business. (Tencent Technology Reviewer/Golden Deer)","source":"tencent","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Bezos Signs Last Shareholder Letter: Amazon Must Treat Workers Better</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nBezos Signs Last Shareholder Letter: Amazon Must Treat Workers Better\n</h2>\n<h4 class=\"meta\">\n\n腾讯科技2021-04-16 06:58\n\n</h4>\n</header>\n<article>\n<a href=\"https://laohu8.com/S/00700\">Tencent</a>Technology News April 16th news, local time in the United States on Thursday,<a href=\"https://laohu8.com/S/AMZN\">Amazon</a>Founder Jeff Bezos signed his last annual shareholder letter before stepping down as CEO. In his letter, he put forward a broad vision for the company's future, and is committed to extending Amazon's famous \"customer first\" principle to giving equal care to employees.Bezos cited the results of a recent union vote at an Amazon warehouse in Alabama as an example of why the company needs to deal with internal employee challenges. Last week, Amazon garnered enough votes at its warehouse in Bessemer, Alabama, to thwart a historic unionization campaign. If successful, it would represent the first union formed at Amazon's facilities in the United States.Bezos will step down as CEO in the third quarter of this year, handing over power to Andy Jassy, CEO of Amazon's cloud computing unit AWS, who will himself serve as executive chairman. \"While our direct relationship with our employees remains strong, it is clear to me that we need a better vision to create value for our employees, a vision that creates value for our employees to succeed,\" he said in the letter.As we all know, Amazon has a set of core leadership principles, the most important of which is the company's \"customer first\". Bezos said he hopes Amazon will do the same for employees in the future. He wrote: \"Although we have achieved a lot, it is clear to me that we need a better vision to make our employees successful. We have always wanted to be the most customer-centric company in the world. We won't change that, which is why we have achieved such success. But I promise that we will add one, and we will be the best employer and safest workplace in the world.\"Bezos also dismissed claims that Amazon has created a savage and brutal workplace culture in its warehouses. He wrote: \"Our employees are sometimes called desperate souls or treated as<a href=\"https://laohu8.com/S/300024\">Robot</a>Treat, but that's inaccurate. \"After taking on his new role as executive chairman, Bezos plans to focus on how to make Amazon's warehouses safer. About 40% of work-related injuries are sprains or strains, mostly due to repeating the same movements, which are common among new employees, he said. To help reduce these types of injuries, Amazon is developing automated staffing schedules that allow employees to rotate in different jobs using other tendon groups. The company expects to begin deploying the technology later this year.Bezos has also taken a number of steps to allay shareholder concerns about what the reimagined focus of the company's business might mean for Amazon's future. He reiterated that Amazon is \"still on its first day of entrepreneurship,\" and highlighted Amazon's continued growth, including the fact that the company now has 200 million Prime subscribers, up from 150 million at the start of last year.Bezos said: \"If any shareholder is worried that the goal of becoming 'the best employer and safest workplace in the world' may distract us from our attention as' the most customer-centric company in the world ', then I hope you can let go of your worries. Think of it this way: if we can run two different businesses at the same time, just like consumer e-commerce and AWS, and both do very well at the highest level, then certainly we can do the same thing with these two vision statements. In fact, I believe they reinforce each other. \"The following is the new full text of Bezos's annual shareholder:In a 1997 letter to Amazon shareholders, our first shareholder letter, I talked about our desire to create an \"enduring franchise,\" one that would redefine what it means to \"serve customers\" by unleashing the power of the Internet. I've noticed that Amazon has grown from 158 employees to 614, and we've surpassed 1.5 million customer accounts. We just went public at a split-adjusted share price of $1.50 per share. At the time, I mentioned that Amazon is \"still on its first day of business\" status.We've come a long way since then, and we're working harder than ever to serve and delight our customers. Last year, we employed half a million people and now employ 1.3 million people directly around the world. We have over 200 million Prime members worldwide. More than 1.9 million SMEs sell goods on our Marketplace platform, accounting for nearly 60% of our retail sales.These customers have transferred more than 100 million units<a href=\"https://laohu8.com/S/5RE.SI\">smart</a>Home devices are connected to the smart assistant Alexa. AWS serves millions of customers with an annualized run rate of $50 billion at the end of 2020. In 1997, we hadn't launched Prime, Marketplace, Alexa or AWS, and there wasn't even such an idea back then. We take a lot of risks with every big move and put in sweat and creativity along the way.Along the way, we have generated $1.6 trillion in wealth for our shareholders. Who are they? I am one of them, and my equity in Amazon has made me rich. But more than seven-eighths of the shares, equivalent to $1.4 trillion in wealth creation, are owned by others. Who are they? They include pension funds, universities, they are Mary and Larry, and just as I sit down to write this shareholder letter, they suddenly send me all kinds of ideas.I hear similar stories all the time. I know some of these people who use the money they earn from Amazon for college, emergencies, housing, vacations, entrepreneurship, and philanthropy. I am proud of the wealth we have created for our shareholders. It's important because it helps improve their lives. But there's another thing I know: it's not the biggest part of the value we create.Creating is more valuable than consumingIf you want to succeed in business (and actually in life), you have to create more than you consume. Your goal should be to create value for everyone you interact with. Any business that doesn't create value for the people it reaches, even if it appears to be successful on the surface, doesn't exist in this world for very long and will soon be eliminated.Remember, stock prices are not about the past, they are predictions of future cash flows discounted back to the present. The stock market represents expectations. However, I'm going to change the subject now and talk about the past. How much value did we create for our shareholders in 2020? This is a relatively easy question to answer, because the accounting system is set up to answer this question. Our net income in 2020 was $21.3 billion. If Amazon wasn't a publicly traded company with thousands of shareholders, but a sole proprietorship with only one owner, that's all it made in 2020.What about employee income? It's also a fairly easy question of value creation to answer, because we can look at the compensation spending situation. The company's expenditure represents the employee's income. In 2020, employees earned $80 billion, plus $11 billion in expenses (including benefits and various payroll taxes), totaling $91 billion.What about third-party sellers? We have an internal team (sales partner service team) to answer this question. They estimate that in 2020, third-party sellers made between $25 billion and $39 billion in profits from selling goods on Amazon, which I'm assuming here to be conservative.As for customers, we have to segment it into consumer customers and AWS customers. The first is the consumer, for whom we offer low prices, plenty of choice and fast delivery services, but let's say we ignore all of these and only value one thing, and that is, we save our customers time.Customers complete 28% of their purchases on Amazon in three minutes or less, and half of them take less than 15 minutes. Compared to a typical brick-and-mortar shopping trip, which involves driving, parking, searching store aisles, queuing up to check out, finding your car, and then driving home, research shows it takes an average hour. If you assume that a typical Amazon purchase only takes 15 minutes and can save you a few trips to a physical store a week, that's 75 + hours a year. It's important, after all, in the early 2000s, we're all busy.In this way, we can get a dollar figure, let's assume the time saved is $10 per hour (which is conservative). Seventy-five hours multiplied by $10 an hour, subtracting the cost of Prime, and we can create about $630 in value per Prime member. We have 200 million Prime members, which means a total of $126 billion in value created in 2020.It is challenging to evaluate the value created by AWS customers because each customer has a vastly different workload, but we will do it anyway because we admit beforehand that the margin of error is high. The direct cost improvements from cloud operations vary from on-site operations, but a reasonable estimate is 30%. Of AWS's $45 billion in revenue for the full year of 2020, this 30% represents $19 billion in customer value created.The difficulty of this assessment effort is that direct cost reduction is the smallest part of the benefits that migrating to the cloud will bring to customers. The greater benefit is the increased speed of software development, which can significantly increase customer competitiveness and revenue. We don't have a reasonable way to estimate this part of customer value, except to say that it is almost certainly greater than the immediate cost savings. Conservatively speaking, I think that part of the value AWS generated for customers in 2020 is as high as $38 billion.Adding the value created for AWS and consumer customers together, we generated a total of $164 billion in customer value in 2020. Collectively, we generated $21 billion in value for shareholders, $91 billion for employees, $25 billion for third-party sellers, and $164 billion for customers in 2020, totaling $301 billion.If each group had an income statement that represented their interactions with Amazon, the numbers above would be the \"bottom line\" for those income statements. These numbers are part of the reason why people work for us, sellers sell through us, and customers buy from us, that we create value for them. This value creation is not a \"zero-sum game\". It's not just about transferring money from pocket to pocket. Within the broad framework of society as a whole, you will find that invention is the root of all true value creation, and that value created is best considered as a measure of innovation.Of course, our relationship with these constituents and the value we create is more than just money. Money doesn't tell the whole story. For example, we have a relatively straightforward relationship with shareholders, who invest and hold stocks for a period of their choice. We rarely provide guidance to shareholders on matters such as annual meetings and proper voting procedures. Even then, they could just ignore these instructions and just skip the vote.Our relationships with our employees are very different examples. We have the process they follow and the criteria by which they evaluate their performance. We need training and all kinds of certifications. Employees must show up for work at the agreed time. Our interactions with our employees are numerous and fine-grained. This is not just a matter of salary and benefits, it also involves all other detailed aspects of the relationship between the two parties.Am I comforted by the outcome of Bessemer's recent union vote? No, I didn't. I think we need to do more for our people. While our direct relationship with our employees remains strong, it is clear to me that we need a better vision to create value for our employees, a vision that creates value for our employees to succeed.If you read some of the news reports, you might think we don't care about employees. In these reports, our employees are sometimes referred to as desperate souls, treated like robots. But this is inaccurate. They are mature and thoughtful people who can choose where to work. When we surveyed distribution center employees, 94% said they would recommend to a friend to go to work at Amazon.Employees can use informal breaks during their shifts to stretch, get water, use the restroom or talk to their manager, all without compromising their performance. These informal working hours are in addition to the 30-minute lunch and 30-minute breaks in their normal schedule.Rather than setting unreasonable performance targets, we set achievable performance targets that take tenure and actual employee performance data into account. Employee performance is the result of a comprehensive evaluation over a long period of time because we know that various factors can affect their performance in any given week, day or hour. If an employee fails to meet performance targets over a period of time, their manager will talk to them and provide guidance.The training is also extended to employees who perform well and can take on more responsibility. In fact, 82% of training is positive and delivered to employees who meet or exceed expectations. We laid off less than 2.6% of our employees because they were unable to perform their duties. In 2020, this figure was even lower due to the impact of the novel coronavirus pneumonia pandemic on operations.The World's Best Employer and Safest WorkplaceThe truth is that the huge team of thousands of people leading Amazon's operations has always cared deeply about our temp workers, and we are proud of the work environment we have created. We are also proud that Amazon is a company that doesn't just create jobs for computer scientists and people with advanced degrees, we also create jobs for people who have never received that advantage.As much as we have accomplished, it is clear to me that we need a better vision in order for our people to be successful. We have always wanted to be the most customer-centric company in the world. We're not going to change that, and that's why we're so successful. But I promise that we will add one, and we will be the best employer and safest place to work in the world.In my upcoming role as Executive Chairman, I will focus on new initiatives. I'm an inventor, which is what I like best and what I do best. This is where I create the most value. I am excited to work with our passionate and huge team in our operations to help invent in this arena of the best employers and safest workplaces in the world. When it comes to details, we at Amazon are always flexible, but when it comes to vision, we are stubborn and ruthless. We have never failed when we set our minds to do something, and we will not fail at this point.We dive into security issues. For example, about 40% of work-related injuries at Amazon are related to musculoskeletal disorders (MSDs)-conditions such as sprains or strains that can result from repeated movement. MSD is common in the type of work we do, and it is more likely to occur in the first six months of employee onboarding. We need to invent solutions to reduce MSD for new employees, many of whom may be attending actual jobs for the first time.One such program is WorkingWell, which we rolled out to 859,000 employees in 2020 at 350 job locations across North America and Europe, where we train a small group of employees on body mechanics, proactively maintaining health and safety. In addition to reducing work-related injuries, these concepts also have a positive impact on activities outside of daily work.We are developing new automated staffing schedules that use sophisticated algorithms to rotate employees between jobs using different tendon groups to reduce repetitive movements and help protect employees from MSD risks. This new technology is at the heart of our job rotation program, which will be rolling out in 2021. Our greater focus on early prevention of MSD has paid off. From 2019 to 2020, overall MSDs decreased by 32%, resulting in a more than half reduction in MSDs that had to leave work.We employ 6,200 security professionals at Amazon. They use safety science to solve complex problems and establish new industry best practice standards. In 2021, we will invest more than $300 million in safety programs, including an initial $66 million to create technology that will help prevent collisions between forklifts and other types of industrial vehicles.When we take the lead in doing so, others will follow. When we set a $15 minimum wage for hourly workers two and a half years ago, we did it because we wanted to get ahead in wages rather than follow the crowd, because we thought it was the right thing to do. A recent paper by economists at the University of California, Berkeley and Brandeis University analyzed the impact of our decision to increase our minimum starting wage to $15 an hour. Their assessments mirror what we hear from employees, their families, and the communities they live in.We've raised starting wages to benefit not only our own employees, but other workers in the same community as well, boosting local economies across the country. Studies have shown that our pay increases resulted in a 4.7% increase in average hourly wages for other employers in the same labour market.Our leadership is not over yet. If we want to be the best employer in the world, we shouldn't settle for 94% of our employees saying they would recommend Amazon jobs to their friends, but instead we must aim for 100%. We will do that over time by continuing to lead in wages, benefits, upskilling opportunities and other things.If any shareholders are worried that the goal of becoming 'the best employer and safest workplace in the world' may distract us from being 'the most customer-centric company in the world', then I hope you can let go of your worries. Think of it this way: if we can run two different businesses simultaneously, like consumer e-commerce and AWS, and both do very well at the highest level, then of course we can do the same thing with both vision statements. In fact, I believe they reinforce each other.Climate PledgeIn an earlier draft of this letter, I began this section with arguments and examples designed to prove that human-induced climate change is real. But, frankly, I think we can stop saying that now. You don't have to say that photosynthesis is real, or that gravity is real, or that water at sea level boils at 100 °C. These things are completely true, and so is climate change.Not long ago, most people thought that tackling climate change was good, but they also thought it would be costly and threaten jobs, competitiveness and economic growth. We know better now. Smart action against climate change will not only prevent bad things from happening, but also improve our economic efficiency, help drive technological change and reduce risks. All in all, these can lead to more and better jobs, healthier and happier children, more efficient workers, and a more prosperous future.But this does not mean that it is an easy task. The next decade will be a decisive decade. The economy in 2030 will need to be much different than it is today, and Amazon plans to be at the heart of this change. We co-launched the Climate Pledge in September 2019 with the Global Optimism organization because we want to help drive this positive revolution. We need to be part of a growing corporate team that understands the urgencies and opportunities of the 21st century.Now, less than two years later, 53 companies representing almost all sectors of the economy have signed the Climate Pledge.<a href=\"https://laohu8.com/S/BBY\">Best Buy</a>、<a href=\"https://laohu8.com/S/IBM\">IBM</a>、<a href=\"https://laohu8.com/S/INFY\">Infosys</a>, Mercedes-Benz,<a href=\"https://laohu8.com/S/MSFT\">Microsoft</a>, Siemens and Verizon, among others, have pledged to achieve net-zero carbon emissions from their global operations by 2040, 10 years ahead of the Paris Agreement. The subsequent pledge also requires them to measure and report greenhouse gas emissions regularly, implement decarbonisation strategies through genuine business change and innovation, and neutralize any remaining emissions through additional, quantifiable, real, permanent and socially beneficial offsets. Credible, high-quality compensations are valuable, and we should keep them to compensate for economic activities for which low-carbon alternatives do not exist.Climate Pledge signatories are making meaningful, tangible and ambitious commitments. Uber aims to be a zero-carbon platform in Canada, Europe and the United States by 2030, and Henkel plans to use 100% renewable energy to produce electricity. Amazon is moving towards our own goal of 100% renewable energy by 2025, five years ahead of our original 2030 goal. Amazon is the world's largest corporate buyer of renewable energy and we have 62 grid-scale wind and<a href=\"https://laohu8.com/S/000591\">Solar energy</a>Projects, as well as 125 distribution and sorting centers with solar rooftops. These projects have a generating capacity of more than 6.9 gigawatts and provide more than 20 million megawatt-hours of energy annually.Transportation is an important part of Amazon's commercial operations and the toughest part of our plan to achieve net-zero carbon emissions by 2040. To help rapidly accelerate the market for electric vehicle technology and help all companies transition to more environmentally friendly technologies, we invested more than $1 billion in Rivian and ordered 100,000 electric delivery vans from the company. We also have partnerships with Mahindra in India and Mercedes-Benz in Europe.These custom electric delivery vehicles from Rivian are already operational and first hit the roads in Los Angeles in February of this year. 10,000 new cars will be on the road as early as next year, and all 100,000 cars will be on the road by 2030, which can reduce millions of tons of carbon emissions. One big reason we want other businesses to join the climate pledge is to signal to the market that businesses should start inventing and developing new technologies that signatories need to fulfill their commitments. Our purchase of 100,000 Rivian electric delivery vans is a good example.To further accelerate investment in the new technologies needed to build a zero-carbon economy, we launched the Climate Pledge Fund last June. The investment plan starts with $2 billion in visionary companies aimed at facilitating the transition to a low-carbon economy. Amazon has announced investments in CarbonCure Technologies, Pachama, Redwood Materials, Rivian, Turntide Technologies, ZeroAvia, and Infinium, and they are just a few of the innovative companies we want to build the zero-carbon economy of the future.I'm also personally contributing $10 billion in grants to help drive the systemic change we need over the next decade. We will support top scientists, activists, NGOs, environmental justice organizations, and others working to fight climate change and protect the natural world. Late last year, I awarded my first round of grants to 16 organizations working on innovation and mobility solutions. It will be a collective action by large companies, small companies, global organizations and individuals, and I am excited to be a part of this journey and optimistic that humanity can come together to solve this challenge.Stay Differentiated to SurviveThis is the last annual shareholder letter I have signed as CEO of Amazon, and I feel there is one last extremely important thing that I must pass on to everyone. I hope all Amazons take this to heart.There is a passage in Richard Dawkins' book The Blind Watch Maker, which is at stake to a fundamental fact of biology:\"Avoiding death is something you have to strive to do. The body tends to return to a state of equilibrium with the environment if it is allowed to take its course (like death). If you measure certain variables, such as temperature, acidity, moisture or electric charge in a living organism, it is often found that they are quite different from the corresponding measurements in the surrounding environment. For example, our body temperature is usually warmer than the surrounding environment, and in colder climates, the body has to work hard to maintain this difference. But when we die, this function stops, the temperature difference starts to disappear, and eventually our body temperature is the same as that of our surrounding environment. Of course, not all animals try to avoid reaching equilibrium with the surrounding temperature, but all animals make similar efforts to avoid integration with their surroundings. For example, in arid countries, plants and animals struggle to maintain the liquid content in their cells, which runs counter to the natural tendency of water to flow from cells to the dry outside world. If they fail, they will die. More broadly, if organisms do not actively prevent water loss, they will eventually integrate into their surroundings and cease to exist as creatures with self-awareness. That's what happens when they die. \"While this passage isn't a metaphor, it's still a fantastic article that is closely related to Amazon. I even think that it is relevant to all companies, all institutions, and the lives of each of us. In what ways does the world appeal to you, trying to keep you so-called \"normal\"? How much effort does it take to maintain your uniqueness? Is it to stay alive or to make it more important to stay different?I know a happy couple who often encounter scenes when they get along with each other: the husband often looks at his wife in feigned pain and says to her, \"Can't you just be normal?\" Then they both smile or laugh. Of course, the deep truth is that he likes her uniqueness. But, at the same time, it's also true that things tend to get easier and consume less energy if we're a little more normal.We all know that uniqueness (originality) is valuable and we are all taught to \"be yourself\". What I really ask you to do is embrace and be realistic about how much effort it takes to maintain that uniqueness. The world wants you to be an ordinary person, and it will do everything possible to attract you, but don't let that happen. You have to pay for being different, but it's worth it. The fairy tale version of \"being yourself\" is that once you let your uniqueness shine, all the pain will disappear. This statement is misleading. Being yourself is worth it, but don't expect it to be easy or free, you have to constantly put in the effort.The world is always trying to make Amazon obscure and keep us in balance with our environment. It will require sustained effort, but we can and must do better.I attach, as always, our 1997 shareholder letter. It concluded by saying, \"Amazon.com thanks customers for their support and trust, each other for their hard work, and shareholders for their support and encouragement.\" Nothing has changed. I would like to thank Jassy in particular for agreeing to the CEO role, which is a tough job with a lot of responsibility. Jassy is brilliant and believes in the highest standards. I promise you that Jassy won't let the world turn us into ordinary people, he will gather the energy we need to keep our hearts alive and make us different. It's not easy, but it's crucial. I think he will please everyone. Thank you, Jassy!To all of you: Be kind, be original, create more than consume, and never let the universe draw you into your surroundings. It's still the first day of starting a business. (Tencent Technology Reviewer/Golden Deer)\n<div class=\"bt-text\">\n\n\n source：<a href=\"http://gu.qq.com/resources/shy/news/detail-v2/index.html#/?id=nesSN20210416065853787be98d&s=b\">腾讯科技</a>\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"http://inews.gtimg.com/newsapp_match/0/13415912595/0","relate_stocks":{"09086":"华夏纳指-U","03086":"华夏纳指","QNETCN":"纳斯达克中美互联网老虎指数","AMZN":"亚马逊"},"source_url":"http://gu.qq.com/resources/shy/news/detail-v2/index.html#/?id=nesSN20210416065853787be98d&s=b","is_english":false,"share_image_url":"https://static.laohu8.com/9a95c1376e76363c1401fee7d3717173","article_id":"2127088429","content_text":"腾讯科技讯 4月16日消息，美国当地时间周四，亚马逊创始人杰夫·贝索斯（Jeff Bezos）签署了其卸任首席执行官前的最后一封年度股东信。他在信中对公司未来提出了广阔的愿景，并致力于将亚马逊著名的“客户至上”准则延伸到给与员工同等关爱方面。贝索斯以最近亚马逊阿拉巴马州一家仓库进行的工会投票结果为例，说明了为何该公司需要应对内部员工的挑战。上周，亚马逊在其位于阿拉巴马州贝塞默的仓库获得了足够的选票，挫败了一项历史性的工会组织运动。如果成功，这将代表亚马逊在美国的设施中成立的第一个工会。贝索斯将于今年第三季度辞去首席执行官一职，将权力移交给亚马逊云计算部门AWS首席执行官安迪·雅西(Andy Jassy)，其本人将担任执行董事长。他在信中表示：“虽然我们与员工的直接关系依然密切，但我很清楚，我们需要更好的愿景来为员工创造价值，一个为员工成功创造价值的愿景。”众所周知，亚马逊拥有一套核心的领导原则，其中最重要的一条就是公司“客户至上”。贝索斯说，他希望亚马逊将来为员工做同样的事情。他写道：“尽管我们已经取得了很多成就，但我很清楚，我们需要一个更好的愿景，才能让我们的员工取得成功。我们一直希望成为世界上最以客户为中心的公司。我们不会改变这一点，这就是我们取得如此成功的原因。但我承诺我们要增加一项，我们将成为世界上最好的雇主和最安全的工作场所。”贝索斯还驳斥了有关亚马逊在其仓库中创造了一种野蛮残酷的职场文化的说法。他写道：“我们的员工有时会被称为绝望的灵魂，或被当作机器人对待，但这是不准确的。”在担任执行董事长的新角色后，贝索斯计划专注于如何让亚马逊的仓库变得更安全。他说，大约40%的工伤是扭伤或拉伤，主要是由于重复相同的动作所致，这在新员工中很常见。为了帮助减少这些类型的伤害，亚马逊正在开发自动化的人员配备时间表，让员工轮流从事使用其他肌腱组的不同工作。该公司预计将于今年晚些时候开始部署这项技术。贝索斯还采取了许多措施来缓解股东的担忧，即重新设想的公司业务重心可能会对亚马逊的未来意味着什么。他重申，亚马逊“仍然处于创业第一天”，并强调了亚马逊的持续增长，包括该公司目前拥有2亿Prime订户，高于去年年初的1.5亿。贝索斯说：“如果任何股东担心，成为‘世界上最好雇主和最安全工作场所’的目标可能会分散我们作为‘世界上最以客户为中心的公司’的关注，那我希望你们能够放下担忧。这样想吧：如果我们能同时运营两种不同的业务，就像消费者电子商务和AWS一样，并且都在最高水平上做得非常好，那么我们当然也能在这两种愿景声明上做同样的事情。事实上，我相信它们会相互促进。”以下为贝索斯年度股东新全文：在1997年写给亚马逊股东的信中，也就是我们的第一封股东信，我谈到了我们希望创造一种“经久不衰的特许经营权”，一种通过释放互联网的力量来重新定义“服务客户”的意义。我注意到亚马逊已经从158名员工增长到614人，我们的客户账户已经超过150万。我们刚刚以每股1.50美元的拆分调整后股价上市。当时，我提到了亚马逊“仍然处于创业第一天”状态。从那时起，我们已经走过了很长一段路，我们比以往任何时候都更加努力地服务和取悦客户。去年，我们雇佣了50万名员工，现在直接在世界各地雇佣了130万人。我们在全球拥有2亿多名Prime会员。在我们Marketplace平台上销售商品的中小企业超过190万家，占我们零售额的近60%。这些客户已将1亿多台智能家居设备连接到智能助手Alexa上。AWS为数百万客户提供服务，2020年底的年化运行率为500亿美元。1997年，我们还没有推出Prime、Marketplace、Alexa或AWS，那时候甚至都没有这样的想法。我们的每次大动作都冒了很大的风险，并在此过程中付出了汗水和发挥了创造力。一路走来，我们为股东创造了1.6万亿美元的财富。他们是谁？我就是其中之一，我在亚马逊的股权让我变得富有。但超过八分之七的股份，相当于1.4万亿美元的财富创造为他人所有。他们是谁？他们包括养老基金、大学，他们是玛丽和拉里，就在我坐下来写这封股东信的时候，他们突如其来地给我发来各种想法。我总是听到类似的故事。我认识其中的一些人，他们把从亚马逊赚来的钱用在大学、紧急情况、住房、度假、创业和慈善事业上。我为我们为股东创造的财富感到自豪。这很重要，因为帮助改善了他们的生活。但我还知道另一件事：这还不是我们创造的价值中最大的一部分。创造比消费更有价值如果你想在商业上取得成功(实际上是在生活中)，你必须创造比消费更多的东西。你的目标应该是为你交往的每一个人创造价值。任何不能为其接触到的人创造价值的企业，即使表面上看起来很成功，也不会在这个世界上存在很长时间，很快就会被淘汰。记住，股票价格不是关于过去的，它们是对未来现金流的预测，并折现回到现在。股市代表着期望。不过，我现在要换个话题，谈谈过去的事。我们在2020年为股东创造了多少价值？这是个相对容易回答的问题，因为会计系统就是为回答这个问题而设立的。我们在2020年的净利润为213亿美元。如果亚马逊不是一家拥有数千名股东的上市公司，而是一家只有一个所有者的独资企业，那么这就是其在2020年获得的全部收入。员工收入呢？这也是一个相当容易回答的价值创造问题，因为我们可以看看薪酬支出情况。公司的支出就代表员工的收入。2020年，员工的收入为800亿美元，外加110亿美元开支(包括福利和各种工资税)，总计910亿美元。第三方卖家呢？我们有个内部团队(销售合作伙伴服务团队)来回答这个问题。他们估计，2020年，第三方卖家在亚马逊上销售商品获得的利润在250亿至390亿美元之间，为了保守起见，我在这里假设为250亿美元。至于客户，我们必须将其细分为消费者客户和AWS客户。首先是消费者，我们为其提供低廉的价格、丰富的选择和快速的交货服务，但是假设我们忽略了所有这些，并且只看重一件事，那就是我们为客户节省了时间。顾客在亚马逊上在三分钟或更短的时间内完成了28%的购买，半数购买不到15分钟就搞定。与典型的实体店购物之旅相比，需要开车、停车、搜索商店过道、排队结账、找到你的车，然后再开车回家，研究表明这平均需要一个小时。如果你假设典型的亚马逊购物只需要15分钟，一周可以节省你几次去实体店的路程，那么每年就节省了75个小时以上。这很重要，毕竟在21世纪初，我们都很忙碌。这样，我们就可以得到一个美元数字，让我们把节省的时间假设为每小时10美元（这是保守的）。75小时乘以每小时10美元，减去Prime的成本，我们就可以为每个Prime会员创造约630美元的价值。我们有2亿Prime会员，这意味着2020年创造的价值总计为1260亿美元。对AWS客户创造的价值进行评估很有挑战性，因为每个客户的工作量截然不同，但我们无论如何都会这样做，因为我们事先承认误差很高。云端运营与现场运营带来的直接成本改善各不相同，但合理的估计是30%。在AWS 2020年全年450亿美元的收入中，这30%意味着创造了190亿美元客户价值。这项评估工作的困难之处在于，直接降低成本是迁移到云端为客户带来的好处中最小的一部分。更大的好处是提高了软件开发的速度，这可以显著提高客户的竞争力和收入。我们没有合理的方法来估计客户价值的这一部分，只能说它几乎肯定大于直接节省的成本。保守地说，我认为AWS在2020年为客户创造的这部分价值高达380亿美元。将为AWS和消费者客户创造的价值加在一起，我们在2020年创造的客户总价值达到1640亿美元。总的来说，我们在2020年为股东创造了210亿美元价值、为员工创造了910亿美元、为第三方卖家创造250亿美元、为客户创造1640亿美元，总计3010亿美元。如果每个群体都有一份损益表，代表他们与亚马逊的互动，那么上面的数字就是这些损益表的“底线”。这些数字是人们为我们工作、卖家通过我们销售以及客户从我们这里购买的部分原因，即我们为他们创造了价值。这种价值创造不是“零和游戏”。这不仅仅是把钱从一个口袋转到另一个口袋。在整个社会的大框架内，你会发现发明是所有真正价值创造的根源，而创造的价值最好被认为是创新的衡量标准。当然，我们与这些选民的关系和我们创造的价值不仅仅是金钱。金钱并不能说明问题的全部。例如，我们与股东的关系相对简单，他们在自己选择的期限内投资和持有股票。我们很少就年度会议和正确的投票程序等事项向股东提供指导。即便如此，他们也可以无视这些指示，直接跳过投票。我们与员工的关系是截然不同的例子。我们有他们遵循的流程和评估他们表现的标准。我们需要培训和各种认证。员工必须在约定的时间上班。我们与员工的互动很多，而且是细粒度的。这不仅仅是工资和福利的问题，它还涉及到双方关系的所有其他细节方面。我对贝塞默最近工会投票的结果感到安慰吗？不，我没有。我认为我们需要为我们的员工做得更多。虽然我们与员工的直接关系依然密切，但我很清楚，我们需要更好的愿景来为员工创造价值，一个为员工成功创造价值的愿景。如果你看了一些新闻报道，你可能会认为我们不关心员工。在这些报道中，我们的员工有时被称为绝望的灵魂，被当作机器人对待。但这是不准确的。他们是成熟而有思想的人，可以选择在哪里工作。当我们调查配送中心的员工时，94%的人说他们会向朋友推荐前往亚马逊上班。员工可以在轮班期间利用非正式休息时间伸展身体、取水、使用洗手间或与经理交谈，所有这些都不会影响他们的表现。这些非正式的工作时间是对他们正常作息时间中30分钟午餐和30分钟休息时间的补充。我们没有设定不合理的绩效目标，而是设定了可实现的绩效目标，将任期和实际员工绩效数据考虑在内。员工的表现是在很长一段时间内综合评估的结果，因为我们知道，在任何给定的一周、一天或一小时内，各种因素都会影响他们的表现。如果员工在一段时间内未能达到绩效目标，他们的经理会与他们交谈并提供指导。培训也扩展到那些表现出色并能承担更多责任的员工身上。事实上，82%的培训是积极的，提供给达到或超过预期的员工。我们解雇了不到2.6%的员工，因为他们无法履行自己的职责。2020年，由于新冠肺炎疫情对运营的影响，这个数字甚至更低。世界上最好的雇主和最安全的工作场所事实是，领导亚马逊运营的数千人庞大团队始终非常关心我们的临时工，我们为自己创造的工作环境感到自豪。我们还感到自豪的是，亚马逊是一家不仅仅为计算机科学家和拥有高级学位的人创造就业机会的公司，我们也为那些从未获得这种优势的人创造就业机会。尽管我们已经取得了很多成就，但我很清楚，我们需要一个更好的愿景，才能让我们的员工取得成功。我们一直希望成为世界上最以客户为中心的公司。我们不会改变这一点，这就是我们取得如此成功的原因。但我承诺我们要增加一项，我们将成为世界上最好的雇主和最安全的工作场所。在我即将担任执行董事长的职位上，我将把重点放在新的倡议上。我是个发明家，这是我最喜欢的，也是我最擅长的。这是我创造最大价值的地方。我很高兴能与我们运营部门充满激情的庞大团队一起工作，在这个世界上最好雇主和最安全工作场所的竞技场上帮助发明。在细节上，我们亚马逊总是灵活的，但在愿景问题上，我们是固执和无情的。当我们下定决心做某事时，我们从来没有失败过，在这一点上我们也不会失败。我们深入探讨安全问题。例如，亚马逊约40%的工伤与肌肉骨骼疾病(MSD)有关，即反复运动可能导致的扭伤或拉伤等疾病。MSD在我们从事的这类工作中很常见，而且更有可能发生在员工入职的前六个月。我们需要为新员工发明减少MSD的解决方案，他们中的许多人可能是第一次参加实际工作。WorkingWell就是一个这样的项目，我们于2020年在北美和欧洲的350个工作地点向85.9万名员工推出了这个项目，我们在那里培训一小群员工有关身体力学、积极主动保持健康和安全方面的知识。除了减少工伤，这些概念对日常工作以外的活动也有积极影响。我们正在开发新的自动化人员配备时间表，它使用复杂的算法在使用不同肌腱组的工作之间轮换员工，以减少重复运动，帮助保护员工免受MSD风险。这项新技术是我们将在2021年推出的工作轮换计划的核心。我们对MSD早期预防的更多关注已经取得了成效。从2019年到2020年，总体MSD减少了32%，导致必须离开工作岗位的MSD减少了一半以上。我们在亚马逊雇佣了6200名安全专业人员。他们使用安全科学来解决复杂的问题，并建立新的行业最佳实践标准。2021年，我们将在安全项目上投资超过3亿美元，其中包括最初的6600万美元，用于创造有助于防止叉车和其他类型工业车辆相撞的技术。当我们带头这样做的时候，其他人就会跟随。两年半前，当我们为小时工设定15美元的最低工资时，我们这样做是因为我们想在工资方面领先而不是随大流，因为我们认为这样做是正确的。加州大学伯克利分校和布兰迪斯大学的经济学家最近发表的一篇论文，分析了我们决定将最低起薪提高到每小时15美元的影响。他们的评估反映了我们从员工、他们的家人和他们所居住的社区那里听到的情况。我们提高了起薪不仅使我们自己的员工受益，也使同一社区的其他工人受益，从而提振了全国各地的地方经济。研究表明，在同一劳动力市场中，我们的加薪导致其他雇主的平均时薪增加了4.7%。我们的领导工作还没有结束。如果我们想成为世界上最好的雇主，我们不应该满足于94%的员工说他们会向朋友推荐亚马逊的工作，而是必须以100%为目标。我们将通过继续在工资、福利、提升技能机会和其他方面领先，随着时间的推移，我们将做到这一点。如果任何股东担心，成为‘世界上最好雇主和最安全工作场所’的目标可能会分散我们作为‘世界上最以客户为中心的公司’的关注，那我希望你们能够放下担忧。这样想吧：如果我们能同时运营两种不同的业务，就像消费者电子商务和AWS一样，并且都在最高水平上做得非常好，那么我们当然也能在这两种愿景声明上做同样的事情。事实上，我相信它们会相互促进。气候誓言在这封信的早期草稿中，我以论证和例子开始了这一部分，这些论点和例子旨在证明人类导致的气候变化是真实存在的。但是，坦率地说，我认为我们现在可以停止这样说了。你不必说光合作用是真实存在的，或者说重力是真实存在的，或者海平面上的水是在100摄氏度沸腾的。这些事情完全是真的，气候变化也是如此。不久前，大多数人认为应对气候变化是好事，但他们也认为这会付出高昂的代价，并会威胁到就业、竞争力和经济增长。我们现在知道得更清楚了。应对气候变化的明智行动不仅将阻止坏事发生，还将提高我们的经济效率，有助于推动技术变革，降低风险。总而言之，这些可以带来更多更好的工作，更健康快乐的孩子，效率更高的工人，以及更繁荣的未来。但这并不意味着其是一件容易的事，未来十年将是决定性的十年。2030年的经济将需要与今天有很大的不同，亚马逊计划成为这一变化的核心。我们在2019年9月与Global Optimism组织共同发起了“气候誓言”，因为我们希望帮助推动这场积极的革命。我们需要成为一个不断壮大的企业团队中的一员，他们了解21世纪的紧迫性和机遇。现在，不到两年后，代表几乎所有经济部门的53家公司签署了气候誓言。百思买、IBM、印孚瑟斯、梅赛德斯-奔驰、微软、西门子和Verizon等公司承诺，到2040年，其全球业务将实现净零碳排放，比《巴黎协议》提前10年实现目标。其后誓言还要求它们定期测量和报告温室气体排放，通过真正的商业变革和创新实施脱碳战略，并通过额外的、可量化的、真实的、永久的和对社会有益的补偿来中和任何剩余的排放。可信的、高质量的补偿是宝贵的，我们应该保留它们，以补偿那些不存在低碳替代品的经济活动。气候誓言签字方正在做出有意义的、切实的和雄心勃勃的承诺。Uber的目标是到2030年在加拿大、欧洲和美国成为零碳排放平台，Henkel计划100%使用可再生能源生产电力。亚马逊正在朝着我们自己的目标前进，即到2025年100%使用可再生能源，比我们最初设定的2030年目标提前了五年。亚马逊是全球最大的可再生能源企业买家，我们在全球有62个电网规模的风能和太阳能项目，以及125个铺设太阳能屋顶的配送和分类中心。这些项目的发电能力超过6.9千兆瓦，每年提供超过2000万兆瓦时的能源。运输是亚马逊商业运营的重要组成部分，也是我们到2040年实现净零碳排放计划中最艰难的部分。为了帮助快速加速电动汽车技术的市场，并帮助所有公司过渡到更环保的技术，我们向Rivian投资了超过10亿美元，并向该公司订购了10万辆电动送货车。我们还与印度Mahindra和欧洲的梅赛德斯-奔驰建立了合作伙伴关系。这些来自Rivian的定制电动送货车辆已经投入运营，并于今年2月首次在洛杉矶上路。1万辆新车最早将于明年上路，到2030年，所有10万辆车将全部上路，可减少数百万吨碳排放。我们希望其他企业加入气候誓言的一个重要原因是向市场发出信号，企业应该开始发明和开发签字方需要履行承诺的新技术。我们购买10万辆Rivian电动送货车就是一个很好的例子。为了进一步加快对建设零碳经济所需新技术的投资，我们于去年6月推出了气候誓言基金(Climate Pledge Fund)。该投资计划从20亿美元开始，投资于有远见的公司，旨在促进向低碳经济的过渡。亚马逊已经宣布投资于CarbonCure Technologies、Pachama、Redwood Materials、Rivian、Turntide Technologies、ZeroAvia和Infinium，而且它们只是我们希望建立未来零碳经济的创新公司中的一部分。我还个人出资100亿美元提供赠款，帮助推动我们在未来十年所需的系统性变革。我们将支持顶尖的科学家、活动家、非政府组织、环境正义组织和其他致力于抗击气候变化和保护自然世界的人。去年年底，我向16个致力于创新和移动解决方案的组织提供了我的第一轮赠款。这将是大公司、小公司、全球组织和个人的集体行动，我很高兴能成为这一旅程的一部分，并乐观地认为人类可以团结起来解决这一挑战。保持差异化才能生存这是我作为亚马逊首席执行官签署的最后一封年度股东信，我觉得有最后一件极其重要的事情必须传授给大家。我希望所有亚马逊人都把这件事放在心上。理查德·道金斯(Richard Dawkins)出版的《盲眼钟表匠》(The Blind Watch Maker)一书中曾有过这样一段话，它攸关于生物学的一个基本事实：“避免死亡是你必须努力去做的事情。如果顺其自然（比如死亡），身体往往会恢复到与环境的平衡状态。如果你测量某些变量，如生物体内的温度、酸度、水分或电荷，通常会发现它们与周围环境中相应的测量结果有很大不同。例如，我们的体温通常比周围环境温度更高，在寒冷的气候下，身体必须努力工作才能保持这种差异。但当我们死后，这种机能就会停止，温差也开始消失，最终我们体温与周围环境相同。当然，并不是所有的动物都在努力避免与周围的温度达到平衡，但所有的动物都做了类似避免与周围环境融合的努力。例如，在干旱的国家，动植物努力保持细胞中的液体含量，这与水从细胞流向干燥外部世界的自然趋势背道而驰。如果他们失败了，他们就会死。更广泛地说，如果生物不积极地阻止水分流失，它们最终会融入周围环境，不再作为拥有自我意识的生物存在。这就是他们死后会发生的事情。”虽然这段话不是一个比喻，但它仍然是一篇奇妙的文章，与亚马逊息息相关。我甚至认为，它与所有公司、所有机构以及我们每个人的生活都相关。这个世界用什么方式吸引你，试图让你保持所谓的“正常”？要保持你的独特性需要做多少努力？是为了活下去还是为了让保持众不同更重要？我认识一对幸福的夫妇，他们在相处过程中经常会遇到这样的场景：丈夫经常会假装痛苦地看着妻子，对她说：“你就不能正常一点儿吗？”然后他们都微笑或大笑起来。当然，深刻的事实是，他喜欢她的独特之处。但是，与此同时，如果我们稍微正常一点，事情往往会变得更容易，消耗更少的能量，这也是事实。我们都知道独特性（原创性）是有价值的，我们都被教导要“做你自己”。我真正要求你们做的是拥抱并现实地认识到保持这种独特性需要付出多大的努力。这个世界希望你成为普通人，它会千方百计地吸引你，但别让这种情况发生。你必须为自己的与众不同付出代价，但这是值得的。童话版的“做你自己”是，一旦你让自己的独特性闪耀光芒，所有的痛苦就会消失。这种说法具有误导性。做你自己是值得的，但不要指望这是容易或免费的，你必须不断地投入努力。这个世界总是试图让亚马逊变得泯然众人，让我们与我们的环境保持平衡。这将需要持续的努力，但我们可以而且必须做得更好。我一如既往地附上我们1997年的股东信。它在最后写道：“亚马逊网感谢客户的支持和信任，感谢彼此的辛勤工作，感谢股东们的支持和鼓励。”这一点都没变。我要特别感谢贾西同意担任首席执行官一职，这是一项责任重大的艰难工作。贾西才华横溢，信奉最高的标准。我向你们保证，贾西不会让世界把我们变成普通人，他会聚集我们所需的能量，让我们的内心保持活力，让我们与众不同。这并不容易，但却至关重要。我认为他将会让所有人满意。谢谢你，贾西！致你们所有人：要保持善良，要有独创性，创造的东西要比消费的多，永远不要让宇宙吸引你融入周围的环境。现在仍然是创业第一天。（腾讯科技审校/金鹿）","news_type":1,"symbols_score_info":{"AMZN":0.9,"09086":0.9,"QNETCN":0.9,"03086":0.9}},"isVote":1,"likeStatus":false,"favoriteStatus":false,"reportStatus":false,"tweetType":1,"comments":[{"id":4130591,"gmtCreate":1619362101604,"gmtModify":1680785544516,"authorId":3581847899541278,"author":{"id":3581847899541278,"idStr":"3581847899541278","authorId":3581847899541278,"name":"StellaPcy","avatar":"https://static.tigerbbs.com/c7739e7439f457f61c0520619f5b8101","vip":1,"crmLevel":11,"crmLevelSwitch":0,"individualDisplayBadges":[]},"repliedAuthorId":0,"objectId":347707000,"type":1,"supId":0,"prevId":0,"content":"[强]","text":"[强]","html":"[强]"}],"langContent":"CN"},{"id":347708008,"gmtCreate":1618529074104,"gmtModify":1704712168018,"author":{"id":"3561544476596136","authorId":"3561544476596136","name":"hhyw","avatar":"https://static.tigerbbs.com/62f8a12108672917c80685184f331b6f","vip":1,"crmLevel":12,"crmLevelSwitch":1,"idStr":"3561544476596136","authorIdStr":"3561544476596136"},"htmlText":"送$送車送房還不好嗎??，可能還要幫忙娶媳婦??","listText":"送$送車送房還不好嗎??，可能還要幫忙娶媳婦??","text":"送$送車送房還不好嗎??，可能還要幫忙娶媳婦??","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":4,"repostSize":0,"link":"https://ttm.financial/post/347708008","repostId":2127088429,"repostType":4,"repost":{"id":"2127088429","kind":"news","pubTimestamp":1618527482,"share":"https://ttm.financial/m/news/2127088429?lang=en_US&edition=fundamental","pubTime":"2021-04-16 06:58","market":"us","language":"zh","title":"Bezos Signs Last Shareholder Letter: Amazon Must Treat Workers Better","url":"https://stock-news.laohu8.com/highlight/detail?id=2127088429","media":"腾讯科技","summary":"腾讯科技讯 4月16日消息，美国当地时间周四，亚马逊创始人杰夫·贝索斯 签署了其卸任首席执行官前的最后一封年度股东信。贝索斯以最近亚马逊阿拉巴马州一家仓库进行的工会投票结果为例，说明了为何该公司需要应对内部员工的挑战。贝索斯说，他希望亚马逊将来为员工做同样的事情。贝索斯还采取了许多措施来缓解股东的担忧，即重新设想的公司业务重心可能会对亚马逊的未来意味着什么。","content":"<a href=\"https://laohu8.com/S/00700\">Tencent</a>Technology News April 16th news, local time in the United States on Thursday,<a href=\"https://laohu8.com/S/AMZN\">Amazon</a>Founder Jeff Bezos signed his last annual shareholder letter before stepping down as CEO. In his letter, he put forward a broad vision for the company's future, and is committed to extending Amazon's famous \"customer first\" principle to giving equal care to employees.Bezos cited the results of a recent union vote at an Amazon warehouse in Alabama as an example of why the company needs to deal with internal employee challenges. Last week, Amazon garnered enough votes at its warehouse in Bessemer, Alabama, to thwart a historic unionization campaign. If successful, it would represent the first union formed at Amazon's facilities in the United States.Bezos will step down as CEO in the third quarter of this year, handing over power to Andy Jassy, CEO of Amazon's cloud computing unit AWS, who will himself serve as executive chairman. \"While our direct relationship with our employees remains strong, it is clear to me that we need a better vision to create value for our employees, a vision that creates value for our employees to succeed,\" he said in the letter.As we all know, Amazon has a set of core leadership principles, the most important of which is the company's \"customer first\". Bezos said he hopes Amazon will do the same for employees in the future. He wrote: \"Although we have achieved a lot, it is clear to me that we need a better vision to make our employees successful. We have always wanted to be the most customer-centric company in the world. We won't change that, which is why we have achieved such success. But I promise that we will add one, and we will be the best employer and safest workplace in the world.\"Bezos also dismissed claims that Amazon has created a savage and brutal workplace culture in its warehouses. He wrote: \"Our employees are sometimes called desperate souls or treated as<a href=\"https://laohu8.com/S/300024\">Robot</a>Treat, but that's inaccurate. \"After taking on his new role as executive chairman, Bezos plans to focus on how to make Amazon's warehouses safer. About 40% of work-related injuries are sprains or strains, mostly due to repeating the same movements, which are common among new employees, he said. To help reduce these types of injuries, Amazon is developing automated staffing schedules that allow employees to rotate in different jobs using other tendon groups. The company expects to begin deploying the technology later this year.Bezos has also taken a number of steps to allay shareholder concerns about what the reimagined focus of the company's business might mean for Amazon's future. He reiterated that Amazon is \"still on its first day of entrepreneurship,\" and highlighted Amazon's continued growth, including the fact that the company now has 200 million Prime subscribers, up from 150 million at the start of last year.Bezos said: \"If any shareholder is worried that the goal of becoming 'the best employer and safest workplace in the world' may distract us from our attention as' the most customer-centric company in the world ', then I hope you can let go of your worries. Think of it this way: if we can run two different businesses at the same time, just like consumer e-commerce and AWS, and both do very well at the highest level, then certainly we can do the same thing with these two vision statements. In fact, I believe they reinforce each other. \"The following is the new full text of Bezos's annual shareholder:In a 1997 letter to Amazon shareholders, our first shareholder letter, I talked about our desire to create an \"enduring franchise,\" one that would redefine what it means to \"serve customers\" by unleashing the power of the Internet. I've noticed that Amazon has grown from 158 employees to 614, and we've surpassed 1.5 million customer accounts. We just went public at a split-adjusted share price of $1.50 per share. At the time, I mentioned that Amazon is \"still on its first day of business\" status.We've come a long way since then, and we're working harder than ever to serve and delight our customers. Last year, we employed half a million people and now employ 1.3 million people directly around the world. We have over 200 million Prime members worldwide. More than 1.9 million SMEs sell goods on our Marketplace platform, accounting for nearly 60% of our retail sales.These customers have transferred more than 100 million units<a href=\"https://laohu8.com/S/5RE.SI\">smart</a>Home devices are connected to the smart assistant Alexa. AWS serves millions of customers with an annualized run rate of $50 billion at the end of 2020. In 1997, we hadn't launched Prime, Marketplace, Alexa or AWS, and there wasn't even such an idea back then. We take a lot of risks with every big move and put in sweat and creativity along the way.Along the way, we have generated $1.6 trillion in wealth for our shareholders. Who are they? I am one of them, and my equity in Amazon has made me rich. But more than seven-eighths of the shares, equivalent to $1.4 trillion in wealth creation, are owned by others. Who are they? They include pension funds, universities, they are Mary and Larry, and just as I sit down to write this shareholder letter, they suddenly send me all kinds of ideas.I hear similar stories all the time. I know some of these people who use the money they earn from Amazon for college, emergencies, housing, vacations, entrepreneurship, and philanthropy. I am proud of the wealth we have created for our shareholders. It's important because it helps improve their lives. But there's another thing I know: it's not the biggest part of the value we create.Creating is more valuable than consumingIf you want to succeed in business (and actually in life), you have to create more than you consume. Your goal should be to create value for everyone you interact with. Any business that doesn't create value for the people it reaches, even if it appears to be successful on the surface, doesn't exist in this world for very long and will soon be eliminated.Remember, stock prices are not about the past, they are predictions of future cash flows discounted back to the present. The stock market represents expectations. However, I'm going to change the subject now and talk about the past. How much value did we create for our shareholders in 2020? This is a relatively easy question to answer, because the accounting system is set up to answer this question. Our net income in 2020 was $21.3 billion. If Amazon wasn't a publicly traded company with thousands of shareholders, but a sole proprietorship with only one owner, that's all it made in 2020.What about employee income? It's also a fairly easy question of value creation to answer, because we can look at the compensation spending situation. The company's expenditure represents the employee's income. In 2020, employees earned $80 billion, plus $11 billion in expenses (including benefits and various payroll taxes), totaling $91 billion.What about third-party sellers? We have an internal team (sales partner service team) to answer this question. They estimate that in 2020, third-party sellers made between $25 billion and $39 billion in profits from selling goods on Amazon, which I'm assuming here to be conservative.As for customers, we have to segment it into consumer customers and AWS customers. The first is the consumer, for whom we offer low prices, plenty of choice and fast delivery services, but let's say we ignore all of these and only value one thing, and that is, we save our customers time.Customers complete 28% of their purchases on Amazon in three minutes or less, and half of them take less than 15 minutes. Compared to a typical brick-and-mortar shopping trip, which involves driving, parking, searching store aisles, queuing up to check out, finding your car, and then driving home, research shows it takes an average hour. If you assume that a typical Amazon purchase only takes 15 minutes and can save you a few trips to a physical store a week, that's 75 + hours a year. It's important, after all, in the early 2000s, we're all busy.In this way, we can get a dollar figure, let's assume the time saved is $10 per hour (which is conservative). Seventy-five hours multiplied by $10 an hour, subtracting the cost of Prime, and we can create about $630 in value per Prime member. We have 200 million Prime members, which means a total of $126 billion in value created in 2020.It is challenging to evaluate the value created by AWS customers because each customer has a vastly different workload, but we will do it anyway because we admit beforehand that the margin of error is high. The direct cost improvements from cloud operations vary from on-site operations, but a reasonable estimate is 30%. Of AWS's $45 billion in revenue for the full year of 2020, this 30% represents $19 billion in customer value created.The difficulty of this assessment effort is that direct cost reduction is the smallest part of the benefits that migrating to the cloud will bring to customers. The greater benefit is the increased speed of software development, which can significantly increase customer competitiveness and revenue. We don't have a reasonable way to estimate this part of customer value, except to say that it is almost certainly greater than the immediate cost savings. Conservatively speaking, I think that part of the value AWS generated for customers in 2020 is as high as $38 billion.Adding the value created for AWS and consumer customers together, we generated a total of $164 billion in customer value in 2020. Collectively, we generated $21 billion in value for shareholders, $91 billion for employees, $25 billion for third-party sellers, and $164 billion for customers in 2020, totaling $301 billion.If each group had an income statement that represented their interactions with Amazon, the numbers above would be the \"bottom line\" for those income statements. These numbers are part of the reason why people work for us, sellers sell through us, and customers buy from us, that we create value for them. This value creation is not a \"zero-sum game\". It's not just about transferring money from pocket to pocket. Within the broad framework of society as a whole, you will find that invention is the root of all true value creation, and that value created is best considered as a measure of innovation.Of course, our relationship with these constituents and the value we create is more than just money. Money doesn't tell the whole story. For example, we have a relatively straightforward relationship with shareholders, who invest and hold stocks for a period of their choice. We rarely provide guidance to shareholders on matters such as annual meetings and proper voting procedures. Even then, they could just ignore these instructions and just skip the vote.Our relationships with our employees are very different examples. We have the process they follow and the criteria by which they evaluate their performance. We need training and all kinds of certifications. Employees must show up for work at the agreed time. Our interactions with our employees are numerous and fine-grained. This is not just a matter of salary and benefits, it also involves all other detailed aspects of the relationship between the two parties.Am I comforted by the outcome of Bessemer's recent union vote? No, I didn't. I think we need to do more for our people. While our direct relationship with our employees remains strong, it is clear to me that we need a better vision to create value for our employees, a vision that creates value for our employees to succeed.If you read some of the news reports, you might think we don't care about employees. In these reports, our employees are sometimes referred to as desperate souls, treated like robots. But this is inaccurate. They are mature and thoughtful people who can choose where to work. When we surveyed distribution center employees, 94% said they would recommend to a friend to go to work at Amazon.Employees can use informal breaks during their shifts to stretch, get water, use the restroom or talk to their manager, all without compromising their performance. These informal working hours are in addition to the 30-minute lunch and 30-minute breaks in their normal schedule.Rather than setting unreasonable performance targets, we set achievable performance targets that take tenure and actual employee performance data into account. Employee performance is the result of a comprehensive evaluation over a long period of time because we know that various factors can affect their performance in any given week, day or hour. If an employee fails to meet performance targets over a period of time, their manager will talk to them and provide guidance.The training is also extended to employees who perform well and can take on more responsibility. In fact, 82% of training is positive and delivered to employees who meet or exceed expectations. We laid off less than 2.6% of our employees because they were unable to perform their duties. In 2020, this figure was even lower due to the impact of the novel coronavirus pneumonia pandemic on operations.The World's Best Employer and Safest WorkplaceThe truth is that the huge team of thousands of people leading Amazon's operations has always cared deeply about our temp workers, and we are proud of the work environment we have created. We are also proud that Amazon is a company that doesn't just create jobs for computer scientists and people with advanced degrees, we also create jobs for people who have never received that advantage.As much as we have accomplished, it is clear to me that we need a better vision in order for our people to be successful. We have always wanted to be the most customer-centric company in the world. We're not going to change that, and that's why we're so successful. But I promise that we will add one, and we will be the best employer and safest place to work in the world.In my upcoming role as Executive Chairman, I will focus on new initiatives. I'm an inventor, which is what I like best and what I do best. This is where I create the most value. I am excited to work with our passionate and huge team in our operations to help invent in this arena of the best employers and safest workplaces in the world. When it comes to details, we at Amazon are always flexible, but when it comes to vision, we are stubborn and ruthless. We have never failed when we set our minds to do something, and we will not fail at this point.We dive into security issues. For example, about 40% of work-related injuries at Amazon are related to musculoskeletal disorders (MSDs)-conditions such as sprains or strains that can result from repeated movement. MSD is common in the type of work we do, and it is more likely to occur in the first six months of employee onboarding. We need to invent solutions to reduce MSD for new employees, many of whom may be attending actual jobs for the first time.One such program is WorkingWell, which we rolled out to 859,000 employees in 2020 at 350 job locations across North America and Europe, where we train a small group of employees on body mechanics, proactively maintaining health and safety. In addition to reducing work-related injuries, these concepts also have a positive impact on activities outside of daily work.We are developing new automated staffing schedules that use sophisticated algorithms to rotate employees between jobs using different tendon groups to reduce repetitive movements and help protect employees from MSD risks. This new technology is at the heart of our job rotation program, which will be rolling out in 2021. Our greater focus on early prevention of MSD has paid off. From 2019 to 2020, overall MSDs decreased by 32%, resulting in a more than half reduction in MSDs that had to leave work.We employ 6,200 security professionals at Amazon. They use safety science to solve complex problems and establish new industry best practice standards. In 2021, we will invest more than $300 million in safety programs, including an initial $66 million to create technology that will help prevent collisions between forklifts and other types of industrial vehicles.When we take the lead in doing so, others will follow. When we set a $15 minimum wage for hourly workers two and a half years ago, we did it because we wanted to get ahead in wages rather than follow the crowd, because we thought it was the right thing to do. A recent paper by economists at the University of California, Berkeley and Brandeis University analyzed the impact of our decision to increase our minimum starting wage to $15 an hour. Their assessments mirror what we hear from employees, their families, and the communities they live in.We've raised starting wages to benefit not only our own employees, but other workers in the same community as well, boosting local economies across the country. Studies have shown that our pay increases resulted in a 4.7% increase in average hourly wages for other employers in the same labour market.Our leadership is not over yet. If we want to be the best employer in the world, we shouldn't settle for 94% of our employees saying they would recommend Amazon jobs to their friends, but instead we must aim for 100%. We will do that over time by continuing to lead in wages, benefits, upskilling opportunities and other things.If any shareholders are worried that the goal of becoming 'the best employer and safest workplace in the world' may distract us from being 'the most customer-centric company in the world', then I hope you can let go of your worries. Think of it this way: if we can run two different businesses simultaneously, like consumer e-commerce and AWS, and both do very well at the highest level, then of course we can do the same thing with both vision statements. In fact, I believe they reinforce each other.Climate PledgeIn an earlier draft of this letter, I began this section with arguments and examples designed to prove that human-induced climate change is real. But, frankly, I think we can stop saying that now. You don't have to say that photosynthesis is real, or that gravity is real, or that water at sea level boils at 100 °C. These things are completely true, and so is climate change.Not long ago, most people thought that tackling climate change was good, but they also thought it would be costly and threaten jobs, competitiveness and economic growth. We know better now. Smart action against climate change will not only prevent bad things from happening, but also improve our economic efficiency, help drive technological change and reduce risks. All in all, these can lead to more and better jobs, healthier and happier children, more efficient workers, and a more prosperous future.But this does not mean that it is an easy task. The next decade will be a decisive decade. The economy in 2030 will need to be much different than it is today, and Amazon plans to be at the heart of this change. We co-launched the Climate Pledge in September 2019 with the Global Optimism organization because we want to help drive this positive revolution. We need to be part of a growing corporate team that understands the urgencies and opportunities of the 21st century.Now, less than two years later, 53 companies representing almost all sectors of the economy have signed the Climate Pledge.<a href=\"https://laohu8.com/S/BBY\">Best Buy</a>、<a href=\"https://laohu8.com/S/IBM\">IBM</a>、<a href=\"https://laohu8.com/S/INFY\">Infosys</a>, Mercedes-Benz,<a href=\"https://laohu8.com/S/MSFT\">Microsoft</a>, Siemens and Verizon, among others, have pledged to achieve net-zero carbon emissions from their global operations by 2040, 10 years ahead of the Paris Agreement. The subsequent pledge also requires them to measure and report greenhouse gas emissions regularly, implement decarbonisation strategies through genuine business change and innovation, and neutralize any remaining emissions through additional, quantifiable, real, permanent and socially beneficial offsets. Credible, high-quality compensations are valuable, and we should keep them to compensate for economic activities for which low-carbon alternatives do not exist.Climate Pledge signatories are making meaningful, tangible and ambitious commitments. Uber aims to be a zero-carbon platform in Canada, Europe and the United States by 2030, and Henkel plans to use 100% renewable energy to produce electricity. Amazon is moving towards our own goal of 100% renewable energy by 2025, five years ahead of our original 2030 goal. Amazon is the world's largest corporate buyer of renewable energy and we have 62 grid-scale wind and<a href=\"https://laohu8.com/S/000591\">Solar energy</a>Projects, as well as 125 distribution and sorting centers with solar rooftops. These projects have a generating capacity of more than 6.9 gigawatts and provide more than 20 million megawatt-hours of energy annually.Transportation is an important part of Amazon's commercial operations and the toughest part of our plan to achieve net-zero carbon emissions by 2040. To help rapidly accelerate the market for electric vehicle technology and help all companies transition to more environmentally friendly technologies, we invested more than $1 billion in Rivian and ordered 100,000 electric delivery vans from the company. We also have partnerships with Mahindra in India and Mercedes-Benz in Europe.These custom electric delivery vehicles from Rivian are already operational and first hit the roads in Los Angeles in February of this year. 10,000 new cars will be on the road as early as next year, and all 100,000 cars will be on the road by 2030, which can reduce millions of tons of carbon emissions. One big reason we want other businesses to join the climate pledge is to signal to the market that businesses should start inventing and developing new technologies that signatories need to fulfill their commitments. Our purchase of 100,000 Rivian electric delivery vans is a good example.To further accelerate investment in the new technologies needed to build a zero-carbon economy, we launched the Climate Pledge Fund last June. The investment plan starts with $2 billion in visionary companies aimed at facilitating the transition to a low-carbon economy. Amazon has announced investments in CarbonCure Technologies, Pachama, Redwood Materials, Rivian, Turntide Technologies, ZeroAvia, and Infinium, and they are just a few of the innovative companies we want to build the zero-carbon economy of the future.I'm also personally contributing $10 billion in grants to help drive the systemic change we need over the next decade. We will support top scientists, activists, NGOs, environmental justice organizations, and others working to fight climate change and protect the natural world. Late last year, I awarded my first round of grants to 16 organizations working on innovation and mobility solutions. It will be a collective action by large companies, small companies, global organizations and individuals, and I am excited to be a part of this journey and optimistic that humanity can come together to solve this challenge.Stay Differentiated to SurviveThis is the last annual shareholder letter I have signed as CEO of Amazon, and I feel there is one last extremely important thing that I must pass on to everyone. I hope all Amazons take this to heart.There is a passage in Richard Dawkins' book The Blind Watch Maker, which is at stake to a fundamental fact of biology:\"Avoiding death is something you have to strive to do. The body tends to return to a state of equilibrium with the environment if it is allowed to take its course (like death). If you measure certain variables, such as temperature, acidity, moisture or electric charge in a living organism, it is often found that they are quite different from the corresponding measurements in the surrounding environment. For example, our body temperature is usually warmer than the surrounding environment, and in colder climates, the body has to work hard to maintain this difference. But when we die, this function stops, the temperature difference starts to disappear, and eventually our body temperature is the same as that of our surrounding environment. Of course, not all animals try to avoid reaching equilibrium with the surrounding temperature, but all animals make similar efforts to avoid integration with their surroundings. For example, in arid countries, plants and animals struggle to maintain the liquid content in their cells, which runs counter to the natural tendency of water to flow from cells to the dry outside world. If they fail, they will die. More broadly, if organisms do not actively prevent water loss, they will eventually integrate into their surroundings and cease to exist as creatures with self-awareness. That's what happens when they die. \"While this passage isn't a metaphor, it's still a fantastic article that is closely related to Amazon. I even think that it is relevant to all companies, all institutions, and the lives of each of us. In what ways does the world appeal to you, trying to keep you so-called \"normal\"? How much effort does it take to maintain your uniqueness? Is it to stay alive or to make it more important to stay different?I know a happy couple who often encounter scenes when they get along with each other: the husband often looks at his wife in feigned pain and says to her, \"Can't you just be normal?\" Then they both smile or laugh. Of course, the deep truth is that he likes her uniqueness. But, at the same time, it's also true that things tend to get easier and consume less energy if we're a little more normal.We all know that uniqueness (originality) is valuable and we are all taught to \"be yourself\". What I really ask you to do is embrace and be realistic about how much effort it takes to maintain that uniqueness. The world wants you to be an ordinary person, and it will do everything possible to attract you, but don't let that happen. You have to pay for being different, but it's worth it. The fairy tale version of \"being yourself\" is that once you let your uniqueness shine, all the pain will disappear. This statement is misleading. Being yourself is worth it, but don't expect it to be easy or free, you have to constantly put in the effort.The world is always trying to make Amazon obscure and keep us in balance with our environment. It will require sustained effort, but we can and must do better.I attach, as always, our 1997 shareholder letter. It concluded by saying, \"Amazon.com thanks customers for their support and trust, each other for their hard work, and shareholders for their support and encouragement.\" Nothing has changed. I would like to thank Jassy in particular for agreeing to the CEO role, which is a tough job with a lot of responsibility. Jassy is brilliant and believes in the highest standards. I promise you that Jassy won't let the world turn us into ordinary people, he will gather the energy we need to keep our hearts alive and make us different. It's not easy, but it's crucial. I think he will please everyone. Thank you, Jassy!To all of you: Be kind, be original, create more than consume, and never let the universe draw you into your surroundings. It's still the first day of starting a business. (Tencent Technology Reviewer/Golden Deer)","source":"tencent","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Bezos Signs Last Shareholder Letter: Amazon Must Treat Workers Better</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nBezos Signs Last Shareholder Letter: Amazon Must Treat Workers Better\n</h2>\n<h4 class=\"meta\">\n\n腾讯科技2021-04-16 06:58\n\n</h4>\n</header>\n<article>\n<a href=\"https://laohu8.com/S/00700\">Tencent</a>Technology News April 16th news, local time in the United States on Thursday,<a href=\"https://laohu8.com/S/AMZN\">Amazon</a>Founder Jeff Bezos signed his last annual shareholder letter before stepping down as CEO. In his letter, he put forward a broad vision for the company's future, and is committed to extending Amazon's famous \"customer first\" principle to giving equal care to employees.Bezos cited the results of a recent union vote at an Amazon warehouse in Alabama as an example of why the company needs to deal with internal employee challenges. Last week, Amazon garnered enough votes at its warehouse in Bessemer, Alabama, to thwart a historic unionization campaign. If successful, it would represent the first union formed at Amazon's facilities in the United States.Bezos will step down as CEO in the third quarter of this year, handing over power to Andy Jassy, CEO of Amazon's cloud computing unit AWS, who will himself serve as executive chairman. \"While our direct relationship with our employees remains strong, it is clear to me that we need a better vision to create value for our employees, a vision that creates value for our employees to succeed,\" he said in the letter.As we all know, Amazon has a set of core leadership principles, the most important of which is the company's \"customer first\". Bezos said he hopes Amazon will do the same for employees in the future. He wrote: \"Although we have achieved a lot, it is clear to me that we need a better vision to make our employees successful. We have always wanted to be the most customer-centric company in the world. We won't change that, which is why we have achieved such success. But I promise that we will add one, and we will be the best employer and safest workplace in the world.\"Bezos also dismissed claims that Amazon has created a savage and brutal workplace culture in its warehouses. He wrote: \"Our employees are sometimes called desperate souls or treated as<a href=\"https://laohu8.com/S/300024\">Robot</a>Treat, but that's inaccurate. \"After taking on his new role as executive chairman, Bezos plans to focus on how to make Amazon's warehouses safer. About 40% of work-related injuries are sprains or strains, mostly due to repeating the same movements, which are common among new employees, he said. To help reduce these types of injuries, Amazon is developing automated staffing schedules that allow employees to rotate in different jobs using other tendon groups. The company expects to begin deploying the technology later this year.Bezos has also taken a number of steps to allay shareholder concerns about what the reimagined focus of the company's business might mean for Amazon's future. He reiterated that Amazon is \"still on its first day of entrepreneurship,\" and highlighted Amazon's continued growth, including the fact that the company now has 200 million Prime subscribers, up from 150 million at the start of last year.Bezos said: \"If any shareholder is worried that the goal of becoming 'the best employer and safest workplace in the world' may distract us from our attention as' the most customer-centric company in the world ', then I hope you can let go of your worries. Think of it this way: if we can run two different businesses at the same time, just like consumer e-commerce and AWS, and both do very well at the highest level, then certainly we can do the same thing with these two vision statements. In fact, I believe they reinforce each other. \"The following is the new full text of Bezos's annual shareholder:In a 1997 letter to Amazon shareholders, our first shareholder letter, I talked about our desire to create an \"enduring franchise,\" one that would redefine what it means to \"serve customers\" by unleashing the power of the Internet. I've noticed that Amazon has grown from 158 employees to 614, and we've surpassed 1.5 million customer accounts. We just went public at a split-adjusted share price of $1.50 per share. At the time, I mentioned that Amazon is \"still on its first day of business\" status.We've come a long way since then, and we're working harder than ever to serve and delight our customers. Last year, we employed half a million people and now employ 1.3 million people directly around the world. We have over 200 million Prime members worldwide. More than 1.9 million SMEs sell goods on our Marketplace platform, accounting for nearly 60% of our retail sales.These customers have transferred more than 100 million units<a href=\"https://laohu8.com/S/5RE.SI\">smart</a>Home devices are connected to the smart assistant Alexa. AWS serves millions of customers with an annualized run rate of $50 billion at the end of 2020. In 1997, we hadn't launched Prime, Marketplace, Alexa or AWS, and there wasn't even such an idea back then. We take a lot of risks with every big move and put in sweat and creativity along the way.Along the way, we have generated $1.6 trillion in wealth for our shareholders. Who are they? I am one of them, and my equity in Amazon has made me rich. But more than seven-eighths of the shares, equivalent to $1.4 trillion in wealth creation, are owned by others. Who are they? They include pension funds, universities, they are Mary and Larry, and just as I sit down to write this shareholder letter, they suddenly send me all kinds of ideas.I hear similar stories all the time. I know some of these people who use the money they earn from Amazon for college, emergencies, housing, vacations, entrepreneurship, and philanthropy. I am proud of the wealth we have created for our shareholders. It's important because it helps improve their lives. But there's another thing I know: it's not the biggest part of the value we create.Creating is more valuable than consumingIf you want to succeed in business (and actually in life), you have to create more than you consume. Your goal should be to create value for everyone you interact with. Any business that doesn't create value for the people it reaches, even if it appears to be successful on the surface, doesn't exist in this world for very long and will soon be eliminated.Remember, stock prices are not about the past, they are predictions of future cash flows discounted back to the present. The stock market represents expectations. However, I'm going to change the subject now and talk about the past. How much value did we create for our shareholders in 2020? This is a relatively easy question to answer, because the accounting system is set up to answer this question. Our net income in 2020 was $21.3 billion. If Amazon wasn't a publicly traded company with thousands of shareholders, but a sole proprietorship with only one owner, that's all it made in 2020.What about employee income? It's also a fairly easy question of value creation to answer, because we can look at the compensation spending situation. The company's expenditure represents the employee's income. In 2020, employees earned $80 billion, plus $11 billion in expenses (including benefits and various payroll taxes), totaling $91 billion.What about third-party sellers? We have an internal team (sales partner service team) to answer this question. They estimate that in 2020, third-party sellers made between $25 billion and $39 billion in profits from selling goods on Amazon, which I'm assuming here to be conservative.As for customers, we have to segment it into consumer customers and AWS customers. The first is the consumer, for whom we offer low prices, plenty of choice and fast delivery services, but let's say we ignore all of these and only value one thing, and that is, we save our customers time.Customers complete 28% of their purchases on Amazon in three minutes or less, and half of them take less than 15 minutes. Compared to a typical brick-and-mortar shopping trip, which involves driving, parking, searching store aisles, queuing up to check out, finding your car, and then driving home, research shows it takes an average hour. If you assume that a typical Amazon purchase only takes 15 minutes and can save you a few trips to a physical store a week, that's 75 + hours a year. It's important, after all, in the early 2000s, we're all busy.In this way, we can get a dollar figure, let's assume the time saved is $10 per hour (which is conservative). Seventy-five hours multiplied by $10 an hour, subtracting the cost of Prime, and we can create about $630 in value per Prime member. We have 200 million Prime members, which means a total of $126 billion in value created in 2020.It is challenging to evaluate the value created by AWS customers because each customer has a vastly different workload, but we will do it anyway because we admit beforehand that the margin of error is high. The direct cost improvements from cloud operations vary from on-site operations, but a reasonable estimate is 30%. Of AWS's $45 billion in revenue for the full year of 2020, this 30% represents $19 billion in customer value created.The difficulty of this assessment effort is that direct cost reduction is the smallest part of the benefits that migrating to the cloud will bring to customers. The greater benefit is the increased speed of software development, which can significantly increase customer competitiveness and revenue. We don't have a reasonable way to estimate this part of customer value, except to say that it is almost certainly greater than the immediate cost savings. Conservatively speaking, I think that part of the value AWS generated for customers in 2020 is as high as $38 billion.Adding the value created for AWS and consumer customers together, we generated a total of $164 billion in customer value in 2020. Collectively, we generated $21 billion in value for shareholders, $91 billion for employees, $25 billion for third-party sellers, and $164 billion for customers in 2020, totaling $301 billion.If each group had an income statement that represented their interactions with Amazon, the numbers above would be the \"bottom line\" for those income statements. These numbers are part of the reason why people work for us, sellers sell through us, and customers buy from us, that we create value for them. This value creation is not a \"zero-sum game\". It's not just about transferring money from pocket to pocket. Within the broad framework of society as a whole, you will find that invention is the root of all true value creation, and that value created is best considered as a measure of innovation.Of course, our relationship with these constituents and the value we create is more than just money. Money doesn't tell the whole story. For example, we have a relatively straightforward relationship with shareholders, who invest and hold stocks for a period of their choice. We rarely provide guidance to shareholders on matters such as annual meetings and proper voting procedures. Even then, they could just ignore these instructions and just skip the vote.Our relationships with our employees are very different examples. We have the process they follow and the criteria by which they evaluate their performance. We need training and all kinds of certifications. Employees must show up for work at the agreed time. Our interactions with our employees are numerous and fine-grained. This is not just a matter of salary and benefits, it also involves all other detailed aspects of the relationship between the two parties.Am I comforted by the outcome of Bessemer's recent union vote? No, I didn't. I think we need to do more for our people. While our direct relationship with our employees remains strong, it is clear to me that we need a better vision to create value for our employees, a vision that creates value for our employees to succeed.If you read some of the news reports, you might think we don't care about employees. In these reports, our employees are sometimes referred to as desperate souls, treated like robots. But this is inaccurate. They are mature and thoughtful people who can choose where to work. When we surveyed distribution center employees, 94% said they would recommend to a friend to go to work at Amazon.Employees can use informal breaks during their shifts to stretch, get water, use the restroom or talk to their manager, all without compromising their performance. These informal working hours are in addition to the 30-minute lunch and 30-minute breaks in their normal schedule.Rather than setting unreasonable performance targets, we set achievable performance targets that take tenure and actual employee performance data into account. Employee performance is the result of a comprehensive evaluation over a long period of time because we know that various factors can affect their performance in any given week, day or hour. If an employee fails to meet performance targets over a period of time, their manager will talk to them and provide guidance.The training is also extended to employees who perform well and can take on more responsibility. In fact, 82% of training is positive and delivered to employees who meet or exceed expectations. We laid off less than 2.6% of our employees because they were unable to perform their duties. In 2020, this figure was even lower due to the impact of the novel coronavirus pneumonia pandemic on operations.The World's Best Employer and Safest WorkplaceThe truth is that the huge team of thousands of people leading Amazon's operations has always cared deeply about our temp workers, and we are proud of the work environment we have created. We are also proud that Amazon is a company that doesn't just create jobs for computer scientists and people with advanced degrees, we also create jobs for people who have never received that advantage.As much as we have accomplished, it is clear to me that we need a better vision in order for our people to be successful. We have always wanted to be the most customer-centric company in the world. We're not going to change that, and that's why we're so successful. But I promise that we will add one, and we will be the best employer and safest place to work in the world.In my upcoming role as Executive Chairman, I will focus on new initiatives. I'm an inventor, which is what I like best and what I do best. This is where I create the most value. I am excited to work with our passionate and huge team in our operations to help invent in this arena of the best employers and safest workplaces in the world. When it comes to details, we at Amazon are always flexible, but when it comes to vision, we are stubborn and ruthless. We have never failed when we set our minds to do something, and we will not fail at this point.We dive into security issues. For example, about 40% of work-related injuries at Amazon are related to musculoskeletal disorders (MSDs)-conditions such as sprains or strains that can result from repeated movement. MSD is common in the type of work we do, and it is more likely to occur in the first six months of employee onboarding. We need to invent solutions to reduce MSD for new employees, many of whom may be attending actual jobs for the first time.One such program is WorkingWell, which we rolled out to 859,000 employees in 2020 at 350 job locations across North America and Europe, where we train a small group of employees on body mechanics, proactively maintaining health and safety. In addition to reducing work-related injuries, these concepts also have a positive impact on activities outside of daily work.We are developing new automated staffing schedules that use sophisticated algorithms to rotate employees between jobs using different tendon groups to reduce repetitive movements and help protect employees from MSD risks. This new technology is at the heart of our job rotation program, which will be rolling out in 2021. Our greater focus on early prevention of MSD has paid off. From 2019 to 2020, overall MSDs decreased by 32%, resulting in a more than half reduction in MSDs that had to leave work.We employ 6,200 security professionals at Amazon. They use safety science to solve complex problems and establish new industry best practice standards. In 2021, we will invest more than $300 million in safety programs, including an initial $66 million to create technology that will help prevent collisions between forklifts and other types of industrial vehicles.When we take the lead in doing so, others will follow. When we set a $15 minimum wage for hourly workers two and a half years ago, we did it because we wanted to get ahead in wages rather than follow the crowd, because we thought it was the right thing to do. A recent paper by economists at the University of California, Berkeley and Brandeis University analyzed the impact of our decision to increase our minimum starting wage to $15 an hour. Their assessments mirror what we hear from employees, their families, and the communities they live in.We've raised starting wages to benefit not only our own employees, but other workers in the same community as well, boosting local economies across the country. Studies have shown that our pay increases resulted in a 4.7% increase in average hourly wages for other employers in the same labour market.Our leadership is not over yet. If we want to be the best employer in the world, we shouldn't settle for 94% of our employees saying they would recommend Amazon jobs to their friends, but instead we must aim for 100%. We will do that over time by continuing to lead in wages, benefits, upskilling opportunities and other things.If any shareholders are worried that the goal of becoming 'the best employer and safest workplace in the world' may distract us from being 'the most customer-centric company in the world', then I hope you can let go of your worries. Think of it this way: if we can run two different businesses simultaneously, like consumer e-commerce and AWS, and both do very well at the highest level, then of course we can do the same thing with both vision statements. In fact, I believe they reinforce each other.Climate PledgeIn an earlier draft of this letter, I began this section with arguments and examples designed to prove that human-induced climate change is real. But, frankly, I think we can stop saying that now. You don't have to say that photosynthesis is real, or that gravity is real, or that water at sea level boils at 100 °C. These things are completely true, and so is climate change.Not long ago, most people thought that tackling climate change was good, but they also thought it would be costly and threaten jobs, competitiveness and economic growth. We know better now. Smart action against climate change will not only prevent bad things from happening, but also improve our economic efficiency, help drive technological change and reduce risks. All in all, these can lead to more and better jobs, healthier and happier children, more efficient workers, and a more prosperous future.But this does not mean that it is an easy task. The next decade will be a decisive decade. The economy in 2030 will need to be much different than it is today, and Amazon plans to be at the heart of this change. We co-launched the Climate Pledge in September 2019 with the Global Optimism organization because we want to help drive this positive revolution. We need to be part of a growing corporate team that understands the urgencies and opportunities of the 21st century.Now, less than two years later, 53 companies representing almost all sectors of the economy have signed the Climate Pledge.<a href=\"https://laohu8.com/S/BBY\">Best Buy</a>、<a href=\"https://laohu8.com/S/IBM\">IBM</a>、<a href=\"https://laohu8.com/S/INFY\">Infosys</a>, Mercedes-Benz,<a href=\"https://laohu8.com/S/MSFT\">Microsoft</a>, Siemens and Verizon, among others, have pledged to achieve net-zero carbon emissions from their global operations by 2040, 10 years ahead of the Paris Agreement. The subsequent pledge also requires them to measure and report greenhouse gas emissions regularly, implement decarbonisation strategies through genuine business change and innovation, and neutralize any remaining emissions through additional, quantifiable, real, permanent and socially beneficial offsets. Credible, high-quality compensations are valuable, and we should keep them to compensate for economic activities for which low-carbon alternatives do not exist.Climate Pledge signatories are making meaningful, tangible and ambitious commitments. Uber aims to be a zero-carbon platform in Canada, Europe and the United States by 2030, and Henkel plans to use 100% renewable energy to produce electricity. Amazon is moving towards our own goal of 100% renewable energy by 2025, five years ahead of our original 2030 goal. Amazon is the world's largest corporate buyer of renewable energy and we have 62 grid-scale wind and<a href=\"https://laohu8.com/S/000591\">Solar energy</a>Projects, as well as 125 distribution and sorting centers with solar rooftops. These projects have a generating capacity of more than 6.9 gigawatts and provide more than 20 million megawatt-hours of energy annually.Transportation is an important part of Amazon's commercial operations and the toughest part of our plan to achieve net-zero carbon emissions by 2040. To help rapidly accelerate the market for electric vehicle technology and help all companies transition to more environmentally friendly technologies, we invested more than $1 billion in Rivian and ordered 100,000 electric delivery vans from the company. We also have partnerships with Mahindra in India and Mercedes-Benz in Europe.These custom electric delivery vehicles from Rivian are already operational and first hit the roads in Los Angeles in February of this year. 10,000 new cars will be on the road as early as next year, and all 100,000 cars will be on the road by 2030, which can reduce millions of tons of carbon emissions. One big reason we want other businesses to join the climate pledge is to signal to the market that businesses should start inventing and developing new technologies that signatories need to fulfill their commitments. Our purchase of 100,000 Rivian electric delivery vans is a good example.To further accelerate investment in the new technologies needed to build a zero-carbon economy, we launched the Climate Pledge Fund last June. The investment plan starts with $2 billion in visionary companies aimed at facilitating the transition to a low-carbon economy. Amazon has announced investments in CarbonCure Technologies, Pachama, Redwood Materials, Rivian, Turntide Technologies, ZeroAvia, and Infinium, and they are just a few of the innovative companies we want to build the zero-carbon economy of the future.I'm also personally contributing $10 billion in grants to help drive the systemic change we need over the next decade. We will support top scientists, activists, NGOs, environmental justice organizations, and others working to fight climate change and protect the natural world. Late last year, I awarded my first round of grants to 16 organizations working on innovation and mobility solutions. It will be a collective action by large companies, small companies, global organizations and individuals, and I am excited to be a part of this journey and optimistic that humanity can come together to solve this challenge.Stay Differentiated to SurviveThis is the last annual shareholder letter I have signed as CEO of Amazon, and I feel there is one last extremely important thing that I must pass on to everyone. I hope all Amazons take this to heart.There is a passage in Richard Dawkins' book The Blind Watch Maker, which is at stake to a fundamental fact of biology:\"Avoiding death is something you have to strive to do. The body tends to return to a state of equilibrium with the environment if it is allowed to take its course (like death). If you measure certain variables, such as temperature, acidity, moisture or electric charge in a living organism, it is often found that they are quite different from the corresponding measurements in the surrounding environment. For example, our body temperature is usually warmer than the surrounding environment, and in colder climates, the body has to work hard to maintain this difference. But when we die, this function stops, the temperature difference starts to disappear, and eventually our body temperature is the same as that of our surrounding environment. Of course, not all animals try to avoid reaching equilibrium with the surrounding temperature, but all animals make similar efforts to avoid integration with their surroundings. For example, in arid countries, plants and animals struggle to maintain the liquid content in their cells, which runs counter to the natural tendency of water to flow from cells to the dry outside world. If they fail, they will die. More broadly, if organisms do not actively prevent water loss, they will eventually integrate into their surroundings and cease to exist as creatures with self-awareness. That's what happens when they die. \"While this passage isn't a metaphor, it's still a fantastic article that is closely related to Amazon. I even think that it is relevant to all companies, all institutions, and the lives of each of us. In what ways does the world appeal to you, trying to keep you so-called \"normal\"? How much effort does it take to maintain your uniqueness? Is it to stay alive or to make it more important to stay different?I know a happy couple who often encounter scenes when they get along with each other: the husband often looks at his wife in feigned pain and says to her, \"Can't you just be normal?\" Then they both smile or laugh. Of course, the deep truth is that he likes her uniqueness. But, at the same time, it's also true that things tend to get easier and consume less energy if we're a little more normal.We all know that uniqueness (originality) is valuable and we are all taught to \"be yourself\". What I really ask you to do is embrace and be realistic about how much effort it takes to maintain that uniqueness. The world wants you to be an ordinary person, and it will do everything possible to attract you, but don't let that happen. You have to pay for being different, but it's worth it. The fairy tale version of \"being yourself\" is that once you let your uniqueness shine, all the pain will disappear. This statement is misleading. Being yourself is worth it, but don't expect it to be easy or free, you have to constantly put in the effort.The world is always trying to make Amazon obscure and keep us in balance with our environment. It will require sustained effort, but we can and must do better.I attach, as always, our 1997 shareholder letter. It concluded by saying, \"Amazon.com thanks customers for their support and trust, each other for their hard work, and shareholders for their support and encouragement.\" Nothing has changed. I would like to thank Jassy in particular for agreeing to the CEO role, which is a tough job with a lot of responsibility. Jassy is brilliant and believes in the highest standards. I promise you that Jassy won't let the world turn us into ordinary people, he will gather the energy we need to keep our hearts alive and make us different. It's not easy, but it's crucial. I think he will please everyone. Thank you, Jassy!To all of you: Be kind, be original, create more than consume, and never let the universe draw you into your surroundings. It's still the first day of starting a business. (Tencent Technology Reviewer/Golden Deer)\n<div class=\"bt-text\">\n\n\n source：<a href=\"http://gu.qq.com/resources/shy/news/detail-v2/index.html#/?id=nesSN20210416065853787be98d&s=b\">腾讯科技</a>\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"http://inews.gtimg.com/newsapp_match/0/13415912595/0","relate_stocks":{"09086":"华夏纳指-U","03086":"华夏纳指","QNETCN":"纳斯达克中美互联网老虎指数","AMZN":"亚马逊"},"source_url":"http://gu.qq.com/resources/shy/news/detail-v2/index.html#/?id=nesSN20210416065853787be98d&s=b","is_english":false,"share_image_url":"https://static.laohu8.com/9a95c1376e76363c1401fee7d3717173","article_id":"2127088429","content_text":"腾讯科技讯 4月16日消息，美国当地时间周四，亚马逊创始人杰夫·贝索斯（Jeff Bezos）签署了其卸任首席执行官前的最后一封年度股东信。他在信中对公司未来提出了广阔的愿景，并致力于将亚马逊著名的“客户至上”准则延伸到给与员工同等关爱方面。贝索斯以最近亚马逊阿拉巴马州一家仓库进行的工会投票结果为例，说明了为何该公司需要应对内部员工的挑战。上周，亚马逊在其位于阿拉巴马州贝塞默的仓库获得了足够的选票，挫败了一项历史性的工会组织运动。如果成功，这将代表亚马逊在美国的设施中成立的第一个工会。贝索斯将于今年第三季度辞去首席执行官一职，将权力移交给亚马逊云计算部门AWS首席执行官安迪·雅西(Andy Jassy)，其本人将担任执行董事长。他在信中表示：“虽然我们与员工的直接关系依然密切，但我很清楚，我们需要更好的愿景来为员工创造价值，一个为员工成功创造价值的愿景。”众所周知，亚马逊拥有一套核心的领导原则，其中最重要的一条就是公司“客户至上”。贝索斯说，他希望亚马逊将来为员工做同样的事情。他写道：“尽管我们已经取得了很多成就，但我很清楚，我们需要一个更好的愿景，才能让我们的员工取得成功。我们一直希望成为世界上最以客户为中心的公司。我们不会改变这一点，这就是我们取得如此成功的原因。但我承诺我们要增加一项，我们将成为世界上最好的雇主和最安全的工作场所。”贝索斯还驳斥了有关亚马逊在其仓库中创造了一种野蛮残酷的职场文化的说法。他写道：“我们的员工有时会被称为绝望的灵魂，或被当作机器人对待，但这是不准确的。”在担任执行董事长的新角色后，贝索斯计划专注于如何让亚马逊的仓库变得更安全。他说，大约40%的工伤是扭伤或拉伤，主要是由于重复相同的动作所致，这在新员工中很常见。为了帮助减少这些类型的伤害，亚马逊正在开发自动化的人员配备时间表，让员工轮流从事使用其他肌腱组的不同工作。该公司预计将于今年晚些时候开始部署这项技术。贝索斯还采取了许多措施来缓解股东的担忧，即重新设想的公司业务重心可能会对亚马逊的未来意味着什么。他重申，亚马逊“仍然处于创业第一天”，并强调了亚马逊的持续增长，包括该公司目前拥有2亿Prime订户，高于去年年初的1.5亿。贝索斯说：“如果任何股东担心，成为‘世界上最好雇主和最安全工作场所’的目标可能会分散我们作为‘世界上最以客户为中心的公司’的关注，那我希望你们能够放下担忧。这样想吧：如果我们能同时运营两种不同的业务，就像消费者电子商务和AWS一样，并且都在最高水平上做得非常好，那么我们当然也能在这两种愿景声明上做同样的事情。事实上，我相信它们会相互促进。”以下为贝索斯年度股东新全文：在1997年写给亚马逊股东的信中，也就是我们的第一封股东信，我谈到了我们希望创造一种“经久不衰的特许经营权”，一种通过释放互联网的力量来重新定义“服务客户”的意义。我注意到亚马逊已经从158名员工增长到614人，我们的客户账户已经超过150万。我们刚刚以每股1.50美元的拆分调整后股价上市。当时，我提到了亚马逊“仍然处于创业第一天”状态。从那时起，我们已经走过了很长一段路，我们比以往任何时候都更加努力地服务和取悦客户。去年，我们雇佣了50万名员工，现在直接在世界各地雇佣了130万人。我们在全球拥有2亿多名Prime会员。在我们Marketplace平台上销售商品的中小企业超过190万家，占我们零售额的近60%。这些客户已将1亿多台智能家居设备连接到智能助手Alexa上。AWS为数百万客户提供服务，2020年底的年化运行率为500亿美元。1997年，我们还没有推出Prime、Marketplace、Alexa或AWS，那时候甚至都没有这样的想法。我们的每次大动作都冒了很大的风险，并在此过程中付出了汗水和发挥了创造力。一路走来，我们为股东创造了1.6万亿美元的财富。他们是谁？我就是其中之一，我在亚马逊的股权让我变得富有。但超过八分之七的股份，相当于1.4万亿美元的财富创造为他人所有。他们是谁？他们包括养老基金、大学，他们是玛丽和拉里，就在我坐下来写这封股东信的时候，他们突如其来地给我发来各种想法。我总是听到类似的故事。我认识其中的一些人，他们把从亚马逊赚来的钱用在大学、紧急情况、住房、度假、创业和慈善事业上。我为我们为股东创造的财富感到自豪。这很重要，因为帮助改善了他们的生活。但我还知道另一件事：这还不是我们创造的价值中最大的一部分。创造比消费更有价值如果你想在商业上取得成功(实际上是在生活中)，你必须创造比消费更多的东西。你的目标应该是为你交往的每一个人创造价值。任何不能为其接触到的人创造价值的企业，即使表面上看起来很成功，也不会在这个世界上存在很长时间，很快就会被淘汰。记住，股票价格不是关于过去的，它们是对未来现金流的预测，并折现回到现在。股市代表着期望。不过，我现在要换个话题，谈谈过去的事。我们在2020年为股东创造了多少价值？这是个相对容易回答的问题，因为会计系统就是为回答这个问题而设立的。我们在2020年的净利润为213亿美元。如果亚马逊不是一家拥有数千名股东的上市公司，而是一家只有一个所有者的独资企业，那么这就是其在2020年获得的全部收入。员工收入呢？这也是一个相当容易回答的价值创造问题，因为我们可以看看薪酬支出情况。公司的支出就代表员工的收入。2020年，员工的收入为800亿美元，外加110亿美元开支(包括福利和各种工资税)，总计910亿美元。第三方卖家呢？我们有个内部团队(销售合作伙伴服务团队)来回答这个问题。他们估计，2020年，第三方卖家在亚马逊上销售商品获得的利润在250亿至390亿美元之间，为了保守起见，我在这里假设为250亿美元。至于客户，我们必须将其细分为消费者客户和AWS客户。首先是消费者，我们为其提供低廉的价格、丰富的选择和快速的交货服务，但是假设我们忽略了所有这些，并且只看重一件事，那就是我们为客户节省了时间。顾客在亚马逊上在三分钟或更短的时间内完成了28%的购买，半数购买不到15分钟就搞定。与典型的实体店购物之旅相比，需要开车、停车、搜索商店过道、排队结账、找到你的车，然后再开车回家，研究表明这平均需要一个小时。如果你假设典型的亚马逊购物只需要15分钟，一周可以节省你几次去实体店的路程，那么每年就节省了75个小时以上。这很重要，毕竟在21世纪初，我们都很忙碌。这样，我们就可以得到一个美元数字，让我们把节省的时间假设为每小时10美元（这是保守的）。75小时乘以每小时10美元，减去Prime的成本，我们就可以为每个Prime会员创造约630美元的价值。我们有2亿Prime会员，这意味着2020年创造的价值总计为1260亿美元。对AWS客户创造的价值进行评估很有挑战性，因为每个客户的工作量截然不同，但我们无论如何都会这样做，因为我们事先承认误差很高。云端运营与现场运营带来的直接成本改善各不相同，但合理的估计是30%。在AWS 2020年全年450亿美元的收入中，这30%意味着创造了190亿美元客户价值。这项评估工作的困难之处在于，直接降低成本是迁移到云端为客户带来的好处中最小的一部分。更大的好处是提高了软件开发的速度，这可以显著提高客户的竞争力和收入。我们没有合理的方法来估计客户价值的这一部分，只能说它几乎肯定大于直接节省的成本。保守地说，我认为AWS在2020年为客户创造的这部分价值高达380亿美元。将为AWS和消费者客户创造的价值加在一起，我们在2020年创造的客户总价值达到1640亿美元。总的来说，我们在2020年为股东创造了210亿美元价值、为员工创造了910亿美元、为第三方卖家创造250亿美元、为客户创造1640亿美元，总计3010亿美元。如果每个群体都有一份损益表，代表他们与亚马逊的互动，那么上面的数字就是这些损益表的“底线”。这些数字是人们为我们工作、卖家通过我们销售以及客户从我们这里购买的部分原因，即我们为他们创造了价值。这种价值创造不是“零和游戏”。这不仅仅是把钱从一个口袋转到另一个口袋。在整个社会的大框架内，你会发现发明是所有真正价值创造的根源，而创造的价值最好被认为是创新的衡量标准。当然，我们与这些选民的关系和我们创造的价值不仅仅是金钱。金钱并不能说明问题的全部。例如，我们与股东的关系相对简单，他们在自己选择的期限内投资和持有股票。我们很少就年度会议和正确的投票程序等事项向股东提供指导。即便如此，他们也可以无视这些指示，直接跳过投票。我们与员工的关系是截然不同的例子。我们有他们遵循的流程和评估他们表现的标准。我们需要培训和各种认证。员工必须在约定的时间上班。我们与员工的互动很多，而且是细粒度的。这不仅仅是工资和福利的问题，它还涉及到双方关系的所有其他细节方面。我对贝塞默最近工会投票的结果感到安慰吗？不，我没有。我认为我们需要为我们的员工做得更多。虽然我们与员工的直接关系依然密切，但我很清楚，我们需要更好的愿景来为员工创造价值，一个为员工成功创造价值的愿景。如果你看了一些新闻报道，你可能会认为我们不关心员工。在这些报道中，我们的员工有时被称为绝望的灵魂，被当作机器人对待。但这是不准确的。他们是成熟而有思想的人，可以选择在哪里工作。当我们调查配送中心的员工时，94%的人说他们会向朋友推荐前往亚马逊上班。员工可以在轮班期间利用非正式休息时间伸展身体、取水、使用洗手间或与经理交谈，所有这些都不会影响他们的表现。这些非正式的工作时间是对他们正常作息时间中30分钟午餐和30分钟休息时间的补充。我们没有设定不合理的绩效目标，而是设定了可实现的绩效目标，将任期和实际员工绩效数据考虑在内。员工的表现是在很长一段时间内综合评估的结果，因为我们知道，在任何给定的一周、一天或一小时内，各种因素都会影响他们的表现。如果员工在一段时间内未能达到绩效目标，他们的经理会与他们交谈并提供指导。培训也扩展到那些表现出色并能承担更多责任的员工身上。事实上，82%的培训是积极的，提供给达到或超过预期的员工。我们解雇了不到2.6%的员工，因为他们无法履行自己的职责。2020年，由于新冠肺炎疫情对运营的影响，这个数字甚至更低。世界上最好的雇主和最安全的工作场所事实是，领导亚马逊运营的数千人庞大团队始终非常关心我们的临时工，我们为自己创造的工作环境感到自豪。我们还感到自豪的是，亚马逊是一家不仅仅为计算机科学家和拥有高级学位的人创造就业机会的公司，我们也为那些从未获得这种优势的人创造就业机会。尽管我们已经取得了很多成就，但我很清楚，我们需要一个更好的愿景，才能让我们的员工取得成功。我们一直希望成为世界上最以客户为中心的公司。我们不会改变这一点，这就是我们取得如此成功的原因。但我承诺我们要增加一项，我们将成为世界上最好的雇主和最安全的工作场所。在我即将担任执行董事长的职位上，我将把重点放在新的倡议上。我是个发明家，这是我最喜欢的，也是我最擅长的。这是我创造最大价值的地方。我很高兴能与我们运营部门充满激情的庞大团队一起工作，在这个世界上最好雇主和最安全工作场所的竞技场上帮助发明。在细节上，我们亚马逊总是灵活的，但在愿景问题上，我们是固执和无情的。当我们下定决心做某事时，我们从来没有失败过，在这一点上我们也不会失败。我们深入探讨安全问题。例如，亚马逊约40%的工伤与肌肉骨骼疾病(MSD)有关，即反复运动可能导致的扭伤或拉伤等疾病。MSD在我们从事的这类工作中很常见，而且更有可能发生在员工入职的前六个月。我们需要为新员工发明减少MSD的解决方案，他们中的许多人可能是第一次参加实际工作。WorkingWell就是一个这样的项目，我们于2020年在北美和欧洲的350个工作地点向85.9万名员工推出了这个项目，我们在那里培训一小群员工有关身体力学、积极主动保持健康和安全方面的知识。除了减少工伤，这些概念对日常工作以外的活动也有积极影响。我们正在开发新的自动化人员配备时间表，它使用复杂的算法在使用不同肌腱组的工作之间轮换员工，以减少重复运动，帮助保护员工免受MSD风险。这项新技术是我们将在2021年推出的工作轮换计划的核心。我们对MSD早期预防的更多关注已经取得了成效。从2019年到2020年，总体MSD减少了32%，导致必须离开工作岗位的MSD减少了一半以上。我们在亚马逊雇佣了6200名安全专业人员。他们使用安全科学来解决复杂的问题，并建立新的行业最佳实践标准。2021年，我们将在安全项目上投资超过3亿美元，其中包括最初的6600万美元，用于创造有助于防止叉车和其他类型工业车辆相撞的技术。当我们带头这样做的时候，其他人就会跟随。两年半前，当我们为小时工设定15美元的最低工资时，我们这样做是因为我们想在工资方面领先而不是随大流，因为我们认为这样做是正确的。加州大学伯克利分校和布兰迪斯大学的经济学家最近发表的一篇论文，分析了我们决定将最低起薪提高到每小时15美元的影响。他们的评估反映了我们从员工、他们的家人和他们所居住的社区那里听到的情况。我们提高了起薪不仅使我们自己的员工受益，也使同一社区的其他工人受益，从而提振了全国各地的地方经济。研究表明，在同一劳动力市场中，我们的加薪导致其他雇主的平均时薪增加了4.7%。我们的领导工作还没有结束。如果我们想成为世界上最好的雇主，我们不应该满足于94%的员工说他们会向朋友推荐亚马逊的工作，而是必须以100%为目标。我们将通过继续在工资、福利、提升技能机会和其他方面领先，随着时间的推移，我们将做到这一点。如果任何股东担心，成为‘世界上最好雇主和最安全工作场所’的目标可能会分散我们作为‘世界上最以客户为中心的公司’的关注，那我希望你们能够放下担忧。这样想吧：如果我们能同时运营两种不同的业务，就像消费者电子商务和AWS一样，并且都在最高水平上做得非常好，那么我们当然也能在这两种愿景声明上做同样的事情。事实上，我相信它们会相互促进。气候誓言在这封信的早期草稿中，我以论证和例子开始了这一部分，这些论点和例子旨在证明人类导致的气候变化是真实存在的。但是，坦率地说，我认为我们现在可以停止这样说了。你不必说光合作用是真实存在的，或者说重力是真实存在的，或者海平面上的水是在100摄氏度沸腾的。这些事情完全是真的，气候变化也是如此。不久前，大多数人认为应对气候变化是好事，但他们也认为这会付出高昂的代价，并会威胁到就业、竞争力和经济增长。我们现在知道得更清楚了。应对气候变化的明智行动不仅将阻止坏事发生，还将提高我们的经济效率，有助于推动技术变革，降低风险。总而言之，这些可以带来更多更好的工作，更健康快乐的孩子，效率更高的工人，以及更繁荣的未来。但这并不意味着其是一件容易的事，未来十年将是决定性的十年。2030年的经济将需要与今天有很大的不同，亚马逊计划成为这一变化的核心。我们在2019年9月与Global Optimism组织共同发起了“气候誓言”，因为我们希望帮助推动这场积极的革命。我们需要成为一个不断壮大的企业团队中的一员，他们了解21世纪的紧迫性和机遇。现在，不到两年后，代表几乎所有经济部门的53家公司签署了气候誓言。百思买、IBM、印孚瑟斯、梅赛德斯-奔驰、微软、西门子和Verizon等公司承诺，到2040年，其全球业务将实现净零碳排放，比《巴黎协议》提前10年实现目标。其后誓言还要求它们定期测量和报告温室气体排放，通过真正的商业变革和创新实施脱碳战略，并通过额外的、可量化的、真实的、永久的和对社会有益的补偿来中和任何剩余的排放。可信的、高质量的补偿是宝贵的，我们应该保留它们，以补偿那些不存在低碳替代品的经济活动。气候誓言签字方正在做出有意义的、切实的和雄心勃勃的承诺。Uber的目标是到2030年在加拿大、欧洲和美国成为零碳排放平台，Henkel计划100%使用可再生能源生产电力。亚马逊正在朝着我们自己的目标前进，即到2025年100%使用可再生能源，比我们最初设定的2030年目标提前了五年。亚马逊是全球最大的可再生能源企业买家，我们在全球有62个电网规模的风能和太阳能项目，以及125个铺设太阳能屋顶的配送和分类中心。这些项目的发电能力超过6.9千兆瓦，每年提供超过2000万兆瓦时的能源。运输是亚马逊商业运营的重要组成部分，也是我们到2040年实现净零碳排放计划中最艰难的部分。为了帮助快速加速电动汽车技术的市场，并帮助所有公司过渡到更环保的技术，我们向Rivian投资了超过10亿美元，并向该公司订购了10万辆电动送货车。我们还与印度Mahindra和欧洲的梅赛德斯-奔驰建立了合作伙伴关系。这些来自Rivian的定制电动送货车辆已经投入运营，并于今年2月首次在洛杉矶上路。1万辆新车最早将于明年上路，到2030年，所有10万辆车将全部上路，可减少数百万吨碳排放。我们希望其他企业加入气候誓言的一个重要原因是向市场发出信号，企业应该开始发明和开发签字方需要履行承诺的新技术。我们购买10万辆Rivian电动送货车就是一个很好的例子。为了进一步加快对建设零碳经济所需新技术的投资，我们于去年6月推出了气候誓言基金(Climate Pledge Fund)。该投资计划从20亿美元开始，投资于有远见的公司，旨在促进向低碳经济的过渡。亚马逊已经宣布投资于CarbonCure Technologies、Pachama、Redwood Materials、Rivian、Turntide Technologies、ZeroAvia和Infinium，而且它们只是我们希望建立未来零碳经济的创新公司中的一部分。我还个人出资100亿美元提供赠款，帮助推动我们在未来十年所需的系统性变革。我们将支持顶尖的科学家、活动家、非政府组织、环境正义组织和其他致力于抗击气候变化和保护自然世界的人。去年年底，我向16个致力于创新和移动解决方案的组织提供了我的第一轮赠款。这将是大公司、小公司、全球组织和个人的集体行动，我很高兴能成为这一旅程的一部分，并乐观地认为人类可以团结起来解决这一挑战。保持差异化才能生存这是我作为亚马逊首席执行官签署的最后一封年度股东信，我觉得有最后一件极其重要的事情必须传授给大家。我希望所有亚马逊人都把这件事放在心上。理查德·道金斯(Richard Dawkins)出版的《盲眼钟表匠》(The Blind Watch Maker)一书中曾有过这样一段话，它攸关于生物学的一个基本事实：“避免死亡是你必须努力去做的事情。如果顺其自然（比如死亡），身体往往会恢复到与环境的平衡状态。如果你测量某些变量，如生物体内的温度、酸度、水分或电荷，通常会发现它们与周围环境中相应的测量结果有很大不同。例如，我们的体温通常比周围环境温度更高，在寒冷的气候下，身体必须努力工作才能保持这种差异。但当我们死后，这种机能就会停止，温差也开始消失，最终我们体温与周围环境相同。当然，并不是所有的动物都在努力避免与周围的温度达到平衡，但所有的动物都做了类似避免与周围环境融合的努力。例如，在干旱的国家，动植物努力保持细胞中的液体含量，这与水从细胞流向干燥外部世界的自然趋势背道而驰。如果他们失败了，他们就会死。更广泛地说，如果生物不积极地阻止水分流失，它们最终会融入周围环境，不再作为拥有自我意识的生物存在。这就是他们死后会发生的事情。”虽然这段话不是一个比喻，但它仍然是一篇奇妙的文章，与亚马逊息息相关。我甚至认为，它与所有公司、所有机构以及我们每个人的生活都相关。这个世界用什么方式吸引你，试图让你保持所谓的“正常”？要保持你的独特性需要做多少努力？是为了活下去还是为了让保持众不同更重要？我认识一对幸福的夫妇，他们在相处过程中经常会遇到这样的场景：丈夫经常会假装痛苦地看着妻子，对她说：“你就不能正常一点儿吗？”然后他们都微笑或大笑起来。当然，深刻的事实是，他喜欢她的独特之处。但是，与此同时，如果我们稍微正常一点，事情往往会变得更容易，消耗更少的能量，这也是事实。我们都知道独特性（原创性）是有价值的，我们都被教导要“做你自己”。我真正要求你们做的是拥抱并现实地认识到保持这种独特性需要付出多大的努力。这个世界希望你成为普通人，它会千方百计地吸引你，但别让这种情况发生。你必须为自己的与众不同付出代价，但这是值得的。童话版的“做你自己”是，一旦你让自己的独特性闪耀光芒，所有的痛苦就会消失。这种说法具有误导性。做你自己是值得的，但不要指望这是容易或免费的，你必须不断地投入努力。这个世界总是试图让亚马逊变得泯然众人，让我们与我们的环境保持平衡。这将需要持续的努力，但我们可以而且必须做得更好。我一如既往地附上我们1997年的股东信。它在最后写道：“亚马逊网感谢客户的支持和信任，感谢彼此的辛勤工作，感谢股东们的支持和鼓励。”这一点都没变。我要特别感谢贾西同意担任首席执行官一职，这是一项责任重大的艰难工作。贾西才华横溢，信奉最高的标准。我向你们保证，贾西不会让世界把我们变成普通人，他会聚集我们所需的能量，让我们的内心保持活力，让我们与众不同。这并不容易，但却至关重要。我认为他将会让所有人满意。谢谢你，贾西！致你们所有人：要保持善良，要有独创性，创造的东西要比消费的多，永远不要让宇宙吸引你融入周围的环境。现在仍然是创业第一天。（腾讯科技审校/金鹿）","news_type":1,"symbols_score_info":{"AMZN":0.9,"09086":0.9,"QNETCN":0.9,"03086":0.9}},"isVote":1,"likeStatus":false,"favoriteStatus":false,"reportStatus":false,"tweetType":1,"comments":[{"id":4073837,"gmtCreate":1618832210380,"gmtModify":1680784660340,"authorId":3561544476596136,"author":{"id":3561544476596136,"idStr":"3561544476596136","authorId":3561544476596136,"name":"hhyw","avatar":"https://static.tigerbbs.com/62f8a12108672917c80685184f331b6f","vip":1,"currentWearingBadge":{"badgeId":"972123088c9646f7b6091ae0662215be-3","templateUuid":"972123088c9646f7b6091ae0662215be","name":"Legendary 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